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McGregor's Theory X and Y:
Douglas McGregor developed Theory X and Theory Y as models in behavioral science approach after assessing the existing theories regarding people's behavior at when working. The theories, which have become significant concepts in understanding individuals' behaviors, describe two opposing opinions regarding human behavior at work. McGregor introduced these theories in mid-1940s and became one of the most famous behavioral theorists because of his significant contributions to the emerging field of organizational development. While he introduced these theories following his examination of the existing concepts, McGregor's contributions were also informed by his experiences. During this period, the theorist had worked as a service station attendant and taught at various universities including Harvard in several subjects like industrial management and psychology. This article examines the importance of these theories in the criminal justice field through the use of various sources whose credibility is based on their contributions to the criminal justice field.
Theory X and Theory Y:
When formulating these theories, McGregor challenged the common principles of management and organization that were established in the organization functions (Cronkhite, 2007, p.48). Generally, McGregor's theories about employee motivation were influenced by Maslow though they portray different perceptions regarding people and management. These theories mainly focused on describing the relationship between a person in a supervisory job and employees. Therefore, Theory X and Theory Y by Douglas McGregor can be considered as concepts that highlight human motivation. As one of the major advocates of democratic and humane management, McGregor tested his concepts of democratic management at Antioch College where he served as president.
During these tests, he discovered that every management decision or action is usually based on certain assumptions regarding human behavior. This contributed to his choice of the name of the theories as the simplest terms to express them. Theory X, which is associated...
As a result, workers must be given orders, coerced, threatened, or constantly supervised in order to assume responsibility for their own jobs. This theory is widely linked to the military model since its command control-centered and dependent on coercive actions, negative underpinning, and punishment (Kania & Davis, 2011, p.83).
In contrast, Theory Y is associated with human relations or positive view, which argues that workers have an intrinsic initiative. In this case, employees will carry out activities that are above and beyond their job requirements and contribute as much as their supervisors (Hall, 2003). As a cooperative work and teamwork model, this theory is dependent on real motivation through self-actualization. Under this theory, the worker view his/her job as natural, which enables him/her to exercise self-direction and self-control.
Similarities and Differences between Theory X and Theory Y:
While Theory X and Theory Y represent different kinds of management and describe different opinions regarding people's behaviors at work, they have certain similarities. First, these theories were introduced based on assessment of existing theories and mainly influenced by Maslow's work. Secondly, both theories assume that the management is responsible for the organization's major productive elements.
However, there are numerous differences between the two theories since they are geared towards demonstrating different aspects of management. First, Theory X is used by autocratic managers while Theory Y is used by laissez-faire and democratic managers (Peak, 2010, p.48). This implies that Theory X managers maintain the conventional perceptions of control and direction whereas Theory Y managers assume the opposite perception of the worker. Secondly, Theory X is based on a military or command control oriented model while Theory Y is based on teamwork and cooperative work model. Third, these theories differ in their assumptions about individuals' behavior at work,…
References:
Cronkhite, C.L. (2007). Criminal justice administration: strategies for the 21st Century.
Mississouga, Ontario: Jones and Bartlett Publishers Canada.
Hall, A. (2003, October 31). Behavioral Management Theory: Applied to the Field of Criminal
Justice. Retrieved July 8, 2013, from http://www.arichall.com/academic/papers/jus250-behavioral-mgt.pdf
administration: police, courts, and corrections management (6th ed., Chapter 2). Retrieved from http://wps.pearsoncustom.com/wps/media/objects/11251/11521130/CJ291_Ch02.pdf
The company may not see the benefits of having a fully Theory Y managerial style, or the managers involved may not fully be able to implement such a style as it demands a high level of trust in the employees. In theory, the survey results should reflect fairly accurately on my work experience. However, the conclusion is that my company has a management style that is skewed towards Theory Y
Theory X and Theory Y Select organizational leaders analysis activity current research. Critique leader Douglas MacGregor's Theory X Theory Y Identify proper category leader assessment. Include examples situations actions reflect type leader . Theory X versus Theory Y: Apple vs. Google According to Douglas McGregor' analysis of managerial personality styles, managers fall into two basic 'types,' that of Theory X or Theory Y Theory X managers tend to exert authority through a traditional
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Douglas McGregor's Theory X and Theory Y The work of Douglas McGregor, the renowned social psychologist at MIT's Sloan School of Management who studied the theoretical foundations of human motivation in the 1960's, was premised on a binary conception of managerial perception known as Theory X and Theory Y According to McGregor, managers practicing Theory X operate under the assumption that employees are inherently lazy and unwilling to pursue greater responsibility,
Theory X and Theory Y When working with people, regardless of the organization, one must be cognizant of the way individuals are motivated. Motivation, in fact, is one of the basic driving forces that allow individuals to work, change, and even actualize their internal and external goals. Much of the background on motivation is based on the work of Maslow, not only surrounding human needs, but the manner in which those
Rather than continually telling people what to do, Theory Y managers believe that people actually want to work and do a good job and that "people will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment" (Chapman 2013). The managers who have applied this philosophy to their leadership and show great trust and confidence in the ability of workers to