Mcgregor Theory X Theory Y

¶ … McGregor Theory X Theory Y Motivation Concept theory seems to be one of the most accurate assessment so the human work condition. A full breadth of work experience will likely allow and individual the opportunity to experience the X manager and the Y manager and clearly understand the concept McGregor is trying to illuminate. McGregor, in his book "The Human side of Enterprise" states that people inside the organization can be managed in two ways.

The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a manager's view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.

Theory X and Theory Y Douglas McGregor 1960 AD Human are motivated by lower order or negative (Theory X) and higher order or positive (Theory Y) needs.

Theory X: ( People Inherent dislike of work ( They must be controlled ( They avoid responsibility and seek formal direction ( Place security above other factors Theory Y: ( Take work naturally just like sex and play ( Exercise self-direction and control if committed to objectives ( People can learn to accept responsibility ( Ability to make innovative decisions is evenly dispersed throughout the population (Shah & Shah, 2008) There is no question in my mind that there are both X and Y managers and that the experience of work is dominated by the challenge of each in each setting.

Where the X manager fails the Y manager may succeed, of course depending on the setting. In situations where entry level workers are dominant such as an establishment that hires many young people, more of the X attributes may be necessary while in an organization that intends to retain and recruit higher level workers and work within a culture of creativity more Y functions are necessary. Having worked in both settings there are countless examples in each where the two divergent points-of-view are present and necessary.

Theory X Setting Right out of high school I worked in a business that hired mainly entry level young people. The workforce exhibited a tendency to slack off whenever there was not direct supervision and particularly allow their social lives to interfere with their work lives. The management had the need to establish hard and fast rules regarding the use of personal communication devices while at work as well as limit personal calls to reduce work slowdowns and stoppages.

The management set a structured set of regulations and then posted them on the wall in the break room, but they accompanied many other formal lists and rules posted at work stations and elswhere. The X factor aspects can then be broken down successively to illuminate how the experience worked and was handled and how it was in line with the theory.

( People Inherent dislike of work -- for the most part the demographic associated with this entry level work were young and inexperienced at working and maintaining work standards that were needed to get the job done. Most did not like extra work or even to complete their primary tasks in any but the most rudimentary way as a result of the fact that many were working their first job and thought of work much as they thought of chores at home, a necessary evil.

( They must be controlled-due in large part to the existence of the above condition the workers often experienced long lists of concerns regarding work standards and were frequently collectively reprimanded for poor workmanship. The management clearly had to detail for the group what exactly they were expected to do using long lists and formal lectures in order to get the job done effectively and up to standards.

( They avoid responsibility and seek formal direction-many of these same individuals sought out management to explain work details and referred often to formal management tools like task completion lists. Responsibility was not sought as not only were few people interested but there were no pay scale improvements for taking on more responsibility and this seemed to be the primary motivation of individuals (hence a security issue).

( Place security above other factors-to reiterate increased pay seemed to be the primary motivational factor in improving work and this was rarely and option, so security was a primary concern but responsibility was not sought. Most lacked the confidence to attempt to obtain higher levels of responsibility. Ultimately most simply followed the rules to ensure they would still have their job on the next pay period. The X theory aspects served as an introduction to work for many people.

Teaching them the boundaries of the work environment as well as work ethic they may not learn otherwise. This transitional type job is an essential one in any capitalistic society as it shows people why they should seek higher order actions and thoughts, while it allows a place for those who never recognize this. Theory Y Setting Conversely, I have worked in settings were skilled individuals were sought to perform higher order work and were successfully managed in the setting with a presumption of Y characteristics.

At this center for creativity the workforce was made up mostly of educated professionals with many years of experience in the industry. To further develop creativity management found it necessary to apply Y factor principles to allow higher order treatment for higher order minded people. People productive and dedicated and fully accepted the responsibility of creativity. ( Take work naturally just like sex and play-most individuals in the workplace cooperatively explored their home and work life by sharing information but not conflict form home with those around them.

They also made every effort to socialize with their workmates. Those who fit in to this environment were happy to arrive at work and happy to return home at the end of the day. ( Exercise self-direction and control if committed to objectives-as much of the work was self conceived or project group conceived, the input of self and others were a part of the creative process and therefore contributed to the individual buy in that drove tasks forward.

When stagnation occurred it was often because of a lack of understanding or buy in for a particular task or project purpose. Great illumination of purpose would often alleviate the concern and get the project back on track. ( People can learn.