Douglas Mcgregor Theory X Theory Y Pdf File
Aside from of needs, there are so many other theories of needs that determine certain specific needs of an individual, which may offer a satisfaction associated with the work motivation. Probably, when a need of an individual is satisfied, then another rise, soon it becomes a cycle and makes the individual to get motivated for the work in order to achieve such satisfaction.
In the book The Human Side of Enterprise, McGregor identified an approach of creating an environment within which employees are motivated via authoritative direction and control or integration and self-control, which he called theory X and theory Y, respectively. Theory Y is the practical application of Dr. Abraham Maslow's Humanistic School of. Douglas Mcgregor Theory X Theory Y Pdf Merge Online 4,9/5 1483. What do you think motivates your people to come to work each morning?
The management has always been a critical sector of the organization and viewing employee motivation is really a tough job, but the innovative theories made it very easy to analyze and explore for significant solutions to raise the employee motivation.McGregors theory is also from are one of those theories that comprise much influence on both the management and the employee. Further, details of two distinct theories, i.e., given by McGregor, are explained below with the main assumptions of each theory. McGregors Theory X and YIn the 1960’s, a famous MIT professor of management wrote a book named “The Human Side of Enterprise” in which he analyzed the various behaviors of professionals at work. There are two theories, i.e. (Theory X and Theory Y), introduced in the book and are known for management and human motivation. The theories concentrate on two various models of potential motivation that is implemented by the managers across human resources management, organizational communication, organizational development and organizational behavior.Theory X pertains and offers importance to strict supervision, additional rewards and external penalties in order to keep individual’s concentration at work.
As per assumption of McGregors theory X, the employees really dislike the work, so they are forced to do it. Theory Y highlights the work satisfaction of employees and gives authority to the employees to creatively approach the tasks.
At some point, the theory Y shows the passion and interest of employees at work. Both theories cover distinct roles and assumptions that are defined below.Theory X Assumptions.
As per various comments on the assumptions of both theories, Theory Y seems a little bit tough to be given a practical shape as it requires the employees to be satisfied and motivated enough. Above assumptions are the results of social science research and determine such ability that an individual possesses, which should pointed-out by the organization with the aim to become extra effective. According to McGregor, both theories have quite different roles, where McGregors Theory Y might seem hard to be put into action across large operations, yet it can be proved to be efficient and effective in the management sectors.
(1906–1964)Social psychologist McGregor’s Theory-X and Theory-Yof MIT expounded two contrasting theories on human motivation and management in the 1960s: The X Theory and the Y Theory. McGregor promoted Theory Y as the basis of good management practice, pioneering the argument that workers are not merely cogs in the company machinery, as Theory X-Type organizations seemed to believe.The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. By understanding how your assumptions about employees’ motivation can influence your management style, you can adapt your approach appropriately, and so manage people more effectively.Understanding the Theory X & Y.
Theory XTheory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done. This style of management assumes that workers:. Dislike working.
Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what's needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work.X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized.McGregor recognized that X-Type workers are in fact usually the minority, and yet in mass organizations, such as large scale production environment, X Theory management may be required and can be unavoidable.Theory YTheory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility.
It assumes that workers:. Take responsibility and are motivated to fulfill the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginativelyThis more participative management style tends to be more widely applicable.
In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility. Comparing Theory X and Theory YMotivationTheory X assumes that people dislike work; they want to avoid it and do not want to take responsibility.
Theory X And Theory Y Examples
Theory Y assumes that people are self-motivated, and thrive on responsibility.Management Style and ControlIn a Theory X organization, management is authoritarian, and centralized control is retained, whilst in Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions.Work OrganizationTheory X employees tend to have specialized and often repetitive work. In Theory Y, the work tends to be organized around wider areas of skill or knowledge; Employees are also encouraged to develop expertise and make suggestions and improvements.Rewards and AppraisalsTheory X organizations work on a ‘carrot and stick’ basis, and performance appraisal is part of the overall mechanisms of control and remuneration.
Vroom's Expectancy Theory
In Theory Y organizations, appraisal is also regular and important, but is usually a separate mechanism from organizational controls. Theory Y organizations also give employees frequent opportunities for promotion.ApplicationAlthough Theory X management style is widely accepted as inferior to others, it has its place in large scale production operation and unskilled production-line work.
Many of the principles of Theory Y are widely adopted by types of organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professional services.
Professional service organizations naturally evolve Theory Y-type practices by the nature of their work; Even highly structure knowledge work, such as call center operations, can benefits from Theory Y principles to encourage knowledge sharing and continuous improvement. THEORY X AND THEORY Y IN THE TWENTY-FIRST CENTURYMcGregor's work on Theory X and Theory Y has had a significant impact on management thought and practice in the years since he first articulated the concepts.
In terms of the study of management, McGregor's concepts are included in the overwhelming majority of basic management textbooks, and they are still routinely presented to students of management. Most textbooks discuss Theory X and Theory Y within the context of motivation theory; others place Theory X and Theory Y within the history of the organizational humanism movement.Theory X and Theory Y are often studied as a prelude to developing greater understanding of more recent management concepts, such as job enrichment, the job-characteristics model, and self-managed work teams.
Although the terminology may have changed since the 1950s, McGregor's ideas have had tremendous influence on the study of management.In terms of the practice of management, the workplace of the early twenty-first century, with its emphasis on self-managed work teams and other forms of worker involvement programs, is generally consistent with the precepts of Theory Y. There is every indication that such programs will continue to increase, at least to the extent that evidence of their success begins to accumulate.