This article describes the McGregor Theory X and Theory Y of Douglas McGregor. After reading you will understand the background and the practical basics of these leadership styles.
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Keywords— Theory X Theory Y, Douglas McGregor, Theory X, Authoritarian Style of managing, Theory Y, Participative style of managing, Maslow’s Hierarchy of Needs, Robert Towsend, ‘Up the organization’ I. Virtual dj effects download mp3. INTRODUCTION Theory X and Theory Y represent the perceptions managers hold about their employees. McGregors Theory X and Y. In the 1960’s, Douglas Murray McGregor, 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.
The McGregor Theory X and Theory Y
In 1960, Douglas McGregor developed a leadership theory (McGregor Theory X and Theory Y) about organization and management in which he represented two opposing perceptions about people. He referred to these two perceptions as Theory X and Theory Y. Douglas McGregor then arrived at the conclusion that the style of leadership depends on the manager’s perception of people.
Theory X
In Theory X, Douglas McGregor summarizes the traditional view of management in a number of characteristic assumptions in which autocratic leadership style, close supervision and the hierarchical principle are the key elements.
Theory X starts from the assumption that people are naturally lazy, want to avoid work as much as possible, do not wish to take responsibility, have no ambition and prefer to be supervised. The authoritarian leadership style is therefore the most appropriate leadership style in Theory X. According to this theory, pure work motivation consists of financial incentives. People want to avoid work and they must be continually coerced and controlled. Therefore, the system of rewards and punishments works best for them. Furthermore, their tasks and how these should executed must be laid down in detail. According to this theory, people definitely do not wish to bear any responsibility for their work.
Theory Y
Tubemate apk old version. Unlike in Theory X, Douglas McGregor starts from the assumption in Theory Y that people have different needs. Theory Y assumes that people are inherently happy to work , they want to exert themselves and they are motivated to pursue objectives. There is no need for the system that involves rewards and punishments. People are prepared to take responsibility for everything they do. People want to use their creativity and they like to take a creative problem solving approach.
Principle of theory Y
The central principle of Theory Y is that of integration: individuals can achieve their own goals by also focusing their efforts on the objectives of the organization they work for. They want to get the most out of their work through satisfaction, appreciation and motivation. Theory Y invites renewal processes and motivation can be traced back to the style of leadership. Theory Y therefore assumes that control, rewards and punishments are not the only ways to stimulate people. People can focus on the objectives they pursue through self-direction and self-control.
Capabilities
A democratic leadership style arises on the basis of Theory Y which allows the employees to have a greater say. Best photo editing software for macs. Encouragement and rewards are used rather than control and coercion. Employees are given an opportunity to develop themselves and put their capabilities to good use. When an organization does not respond to this, employees will start looking for possibilities to deploy their skills outside their work. Initially, they will focus on hobbies, committee and voluntary work, but eventually this could result in a hunt for another job.
Critical note on the McGregor Theory
The McGregor Theory X and Theory Y are not based on a single truth. Theory X managers and Theory Y managers often see their perceptions of people confirmed. The democratic approach of Theory Y makes people feel comfortable as a result of which they commit themselves wholeheartedly to the organization. Managers who build on the basic principles of Theory X, are often met with a vicious circle in which their suppositions become reality and in which cause and effect are reversed. Their employees are accustomed to coercion and control and will therefore not make any effort at all or bear responsibility.
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Influence
A good manager will realize that leadership affects employee behaviour. In addition to their preference for a certain leadership style and the work that has to be done, a manager will either opt for Theory X or Theory Y. Theory X will sooner be implemented in industrial organizations where activities revolve around a high degree of productivity. In instances where the thinking process is important and the employee is expected to act on their own responsibility, managers prefer to opt for Theory Y. Motivation is created because of the individual employee’s involvement and participation.
It’s Your Turn
What do you think? Is the McGregor Theory X and Theory Y still applicable in today’s modern management? Do you recognize the practical explanation of do you have more suggestions? What are your success factors for the good leadership?
Share your experience and knowledge in the comments box below.
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More information
- Heil, G., Bennis, W., & Stephens, D. C. (2000). Douglas McGregor, revisited: managing the human side of the enterprise. Wiley.
- Lynch, R. G. (1978). The police manager: Professional leadership skills. Holbrook Press.
- McGregor, D. (1960). The human side of enterprise. New York.
- McGregor, D. (1960). Theory X and theory Y. Organization theory, 358-374.
Douglas Mcgregor Biography
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Mc Gregor’s theory X and Y are still applicable in today’s leadership styles.My rationale is based on the fact that the assumptions of the leader on the part of the employee who is in the category of theory X reflects the total mental make up of an individual. Such a personality that warrants coercion to be productive is based on the genetic make up and environmental factors that shaped the personality of individuals perceived to be lazy. When such are handled by an autocratic leader, in line with the normative reductive theory, they become productive. I saw that in my work as a nurse manager that even the most unproductive become reproductive once coerced to so. I could assign them duties that warranted them handling program finances, working long hours and travelling in the countryside, but they could accomplish duty with a good report in time. Therefore, the understanding of the theories X and Y by the leader is of greater use in meeting organizational goals even in this age.
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What do you think motivates your people to come to work each morning?
Do you believe that they get great satisfaction from their work and take pride in doing the best possible job? Or do you think that they see it as a burden, and simply work for the money?
These assumptions about your team members can have a significant influence on how you manage them.
In the 1960s, social psychologist Douglas McGregor developed two contrasting theories that explained how managers' beliefs about what motivates their people can affect their management style. He labelled these Theory X and Theory Y. These theories continue to be important even today.
This article and video will explore McGregor's theory further, and we'll look at how it applies in the workplace.
Understanding Theory X and Theory Y
Theory X and Theory Y were first explained by McGregor in his book, 'The Human Side of Enterprise,' and they refer to two styles of management – authoritarian (Theory X) and participative (Theory Y).
If you believe that your team members dislike their work and have little motivation, then, according to McGregor, you'll likely use an authoritarian style of management. This approach is very 'hands-on' and usually involves micromanaging people's work to ensure that it gets done properly. McGregor called this Theory X.
On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves. McGregor called this Theory Y.
Douglas Mcgregor
The approach that you take will have a significant impact on your ability to motivate your team members. So, it's important to understand how your perceptions of what motivates them can shape your management style.
We'll now take a more in-depth look at the two different theories, and discover how and when they can be useful in the workplace.
Theory X
Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
Work in organizations that are managed like this can be repetitive, and people are often motivated with a 'carrot and stick' approach. Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control staff and 'keep tabs' on them.
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This style of management assumes that workers:
- Dislike their work.
- Avoid responsibility and need constant direction.
- Have to be controlled, forced and threatened to deliver work.
- Need to be supervised at every step.
- Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
According to McGregor, organizations with a Theory X approach tend to have several tiers of managers and supervisors to oversee and direct workers. Authority is rarely delegated, and control remains firmly centralized. Managers are more authoritarian and actively intervene to get things done.
Although Theory X management has largely fallen out of fashion in recent times, big organizations may find that adopting it is unavoidable due to the sheer number of people that they employ and the tight deadlines that they have to meet.
Theory Y
Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative, trust-based relationship between managers and their team members.
People have greater responsibility, and managers encourage them to develop their skills and suggest improvements. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff.
Theory Y organizations also give employees frequent opportunities for promotion.
Old version spotify cracked apk. Developing managerial skills in engineers and scientists pdf creator pdf. This style of management assumes that workers are:
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- Happy to work on their own initiative.
- More involved in decision making.
- Self-motivated to complete their tasks.
- Enjoy taking ownership of their work.
- Seek and accept responsibility, and need little direction.
- View work as fulfilling and challenging.
- Solve problems creatively and imaginatively.
Theory Y has become more popular among organizations. This reflects workers' increasing desire for more meaningful careers that provide them with more than just money.
It's also viewed by McGregor as superior to Theory X, which, he says, reduces workers to 'cogs in a machine,' and likely demotivates people in the long term.
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Read our Privacy PolicyTheory X and Theory Y in the Workplace
Most managers will likely use a mixture of Theory X and Theory Y. You may, however, find that you naturally favor one over the other. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach.
Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your organizational objectives.
You may use a Theory X style of management for new starters who will likely need a lot of guidance, or in a situation that requires you to take control such as a crisis.
But you wouldn't use it when managing a team of experts, who are used to working under their own initiative, and need little direction. If you did, it would likely have a demotivating effect and may even damage your relationship with them.
However, both theories have their challenges. The restrictive nature of Theory X, for instance, could cause people to become demotivated and non-cooperative if your approach is too strict. This may lead to high staff turnover and could damage your reputation in the long term.
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Conversely, if you adopt a Theory Y approach that gives people too much freedom, it may allow them to stray from their key objectives or lose focus. Less-motivated individuals may also take advantage of this more relaxed working environment by shirking their work.
If this happens, you may need to take back some control to ensure that everyone meets their team and organizational goals.
Circumstance can also affect your management style. Theory X, for instance, is generally more prevalent in larger organizations, or in teams where work can be repetitive and target-driven.
In these cases, people are unlikely to find reward or fulfillment in their work, so a '/community/BookInsights/CarrotsAndSticks.phpcarrot and stick' approach will tend to be more successful in motivating them than a Theory Y approach. Pcsx2 playstation 2 emulator pc full version.
In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision making and have some responsibility.
Warning
Best workflow apps mac. Your assumptions and how you assess your people's needs and wants will likely be the biggest influencers on your management style. However, it's important that you challenge your assumptions and review your team members' individual requirements regularly. Front license plate bracket lincoln town car. This will allow you to adapt your approach appropriately.
Tip:
If you feel that an alternative approach would motivate your team better, you can explore other management models, such as Herzberg's Motivation-Hygiene Theory, McClelland's Human Motivation Theory, Sirota's Three-Factor Theory, and Amabile and Kramer's Progress Theory. Our article on Transformational Leadership can also give you tips on how to inspire and motivate your people.
Key Points
The concept of Theory X and Theory Y was developed by social psychologist Douglas McGregor. It describes two contrasting sets of assumptions that managers make about their people:
- Theory X – people dislike work, have little ambition, and are unwilling to take responsibility. Managers with this assumption motivate their people using a rigid 'carrot and stick' approach, which rewards good performance and punishes poor performance.
- Theory Y – people are self-motivated and enjoy the challenge of work. Managers with this assumption have a more collaborative relationship with their people, and motivate them by allowing them to work on their own initiative, giving them responsibility, and empowering them to make decisions.
Though your assumptions about what motivates your people will likely have the biggest impact on which of these two approaches you take, your choice can also be shaped by several other factors. These include your organizational structure (tiered or flat), the type of work that your people do (repetitive or challenging), and their skill level (amateur or experienced).
Expectancy Theory
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