Douglas Mcgregor Theory X Theory Y Pdf Merge Online

What do you think motivates your people to come to work each morning? Do you believe that they get great 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.

Pcdj Red 5 3 Setup Keygen Serial. This article and video will explore McGregor's theory further, and we'll look at how it applies in the workplace. Theory X assumes that people dislike work and are not motivated to do a good job. Understanding Theory X and Theory Y Theory X and Theory Y were first explained by McGregor in his book, ',' and they refer to two styles of management – authoritarian (Theory X) and participative (Theory Y).

Video: Theory X & Theory Y: Two Types of Managers. Douglas McGregor believed that there were two types of managers: Theory X and Theory Y. The Human Side of Enterprise Douglas McGregor. McGregor’s six assumptions of Theory Y and his ideas of. Tions about the human side of enterprise are inadequate.

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, 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.

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, 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 and are usually based on tangible results, such as sales figures or product output, and are used to control staff and 'keep tabs' on them.

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, 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. This style of management assumes that workers are: • Happy to work on their own initiative. • More involved in decision making. • Self-motivated to complete their tasks.

• Enjoy 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 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. Theory 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 or, conversely, you may prefer to take a more. Although both styles of management can motivate people, the success of each will largely depend on your team's 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. But you wouldn't use it when managing a team of, 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 and could damage your reputation in the long term. 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 ' approach will tend to be more successful in motivating them than a Theory Y approach.

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. 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).

Mnemonic device for the two theories: a person refusing to work ('X') and a person cheering the opportunity to work ('Y') Theory X and Theory Y are theories of human motivation and management. They were created and developed by at the, initially presented at a management conference in 1957, and developed during the 1960s.

These two theories describe contrasting models of workforce applied by managers in,, and. According to the models, the two opposing sets of general assumptions of how workers are motivated form the basis for two different managerial styles. Theory X stresses the importance of strict supervision, external rewards, and penalties: in contrast, Theory Y highlights the motivating role of and encourages workers to approach tasks without direct.

Contents • • • • • • • • • Theory X [ ] Theory X is based on assumptions regarding the typical worker. This management style supposes that the typical employee has little to no ambition, shies away from work or responsibilities, and is individual-goal oriented. Generally, Theory X style managers believe their employees are less intelligent than the managers are, lazier than the managers are, or work solely for a sustainable income.

Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a 'hands-on' approach to management. The 'Theory X' manager believes that all actions should be traced and the responsible individual given a direct reward or a reprimand according to the action's outcomes. This managerial style is more effective when used in a workforce that is not intrinsically motivated to perform. According to McGregor, there are two opposing approaches to implementing Theory X: the 'hard' approach and the 'soft' approach.

The hard approach depends on close supervision, intimidation, and imminent punishment. This approach can potentially yield a hostile, minimally cooperative work force that could harbor resentment towards management.

The soft approach is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace morale and therefore cooperative employees. Implementing a system that is too soft could result in an entitled, low-output workforce. McGregor believes both ends of the spectrum are too extreme for efficient real world application. Instead, McGregor feels that somewhere between the two approaches would be the most effective implementation of Theory X. Overall, Theory X generally proves to be most effective in terms of consistency of work. Although managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow.

Theory X can also benefit a work place that is more suited towards an assembly line or manual labor type of occupation. Utilizing theory X in these types of work conditions allow the employee to specialize in a particular area allowing the company to mass produce more quantity and higher quality work, which in turns brings more profit. Theory Y [ ] In contrast, Theory Y managers act on the belief that people in the workforce are internally motivated, enjoy their labor in the company, and work to better themselves without a direct 'reward' in return. Theory Y employees are considered to be one of the most valuable assets to the company, and truly drive the internal workings of the corporation. Workers additionally tend to take full responsibility for their work and do not require the need of constant supervision in order to create a quality and higher standard product. Because of the drastic change compared to the 'Theory X' way of directing, 'Theory Y' managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching based relationship.

As a result, Theory Y followers may have a better relationship with their higher-ups, as well as potentially having a healthier atmosphere in the workplace. Managers in this theory tend to use a democratic type of leadership because workers will be working in a way that does not need supervision the most.

In comparison to 'Theory X', 'Theory Y' adds more of a democratic and free feel in the workforce allowing the employee to design, construct, and publish their works in a timely manner in co-ordinance to their workload and projects. Aydin reports a study undertaken to analyze the different management styles of professors at a Turkish University. This study found that the highly supervised Theory X management affected the research performance of the academics negatively. In general, the study suggests that the professional setting and research-based work that professors perform is best managed using a Theory Y management style. While 'Theory Y' may seem optimal, it does have some drawbacks.

While there is a more personal and individualistic feel, this does leave room for error in terms of consistency and uniformity. The workplace lacks unvarying rules and practices, and this can result in an inconsistent product which could potentially be detrimental to the quality standards and strict guidelines of a given company.

Choosing a management style [ ] For McGregor, Theory X and Y are not opposite ends of the same continuum, but rather two different continua in themselves. In order to achieve the most efficient production, a combination of both theories may be appropriate. This approach is derived from 's research over various leadership styles known as the. This theory is based on 3 dimensions:, degree of task structure, and the leader's position power. Evaluate the workforce [ ] According to the contingency theory, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances, and internal and external throughout their workforce. People with a strong internal locus of control (personality) believe outcomes in their life develop primarily from their own actions and abilities, as a result they are and spend little time building relationships among peers (Theory X). People with strong external locus of control believe outside factors are the primary influence on the outcomes in their life, therefore, they are and focus on building relationships among peers (Theory Y).

For example, when completing a project, an internal locus of control manager may use their rank as a factor to lead a workforce and focus on the group's ability and skills to achieve the best outcome, however, an external locus of control manager will use their relationship formed with a workforce to lead the group and focus on the workforce's morale and self-satisfaction to achieve the best result. McGregor and Maslow's hierarchy [ ] McGregor's management theories closely relate to, a model in which motivation is used to achieve higher level needs (social, esteem, and self-actualization) after basic physiological and safety needs are met.

Maslow believes that higher level needs can be achieved through sense of achievement, having autonomy, having feelings of self-worth, and realizing one's potential. McGregor agreed with Maslow that self-actualization is the highest level human need that ought to be achieved, this reflects his bias for promoting Theory Y management which emphasizes self-motivation. With the adoption of Theory Y practices, managers can create an environment where workers can achieve their highest needs of esteem and self-actualization. Because of the close supervision Theory X managers adopt, these types of workers tend not to feel autonomous or have self-direction, therefore workers are typically not motivated to achieve higher level needs. See also [ ] •, a later work/organizational motivation theory which is likely a derivative of Theory Y • References [ ]. • McGregor, Douglas M. 'The Human Side of Enterprise' in Adventure in Thought and Action, Proceedings of the Fifth Anniversary Convocation of the School of Industrial Management, Massachusetts Institute of Technology, Cambridge, MA, 9 April 1957 • ^ Sorenson, Peter (2015).

'Theory X and Theory Y'. Retrieved 8 February 2016. • ^ Sager, Kevin (2008). 'An exploratory study of the relationships between Theory X/Y assumptions and superior communication style'.

Management Communication Quarterly. 22: 288–312.. access-date= requires url= () • ^ Aydin, Oya Tamtekin (2012). International Journal of Advances in Management and Economics. • ^ Avolio, Bruce J (2007).. American Psychologist. • Kerr, Steven; Schriesheim, Chester; Murphy, Charles; Stogdill, Ralph (1974).

'Toward a Contingency Theory of Leadership Based upon the Consideration and Initiating Structure Literature'. Organizational Behavior and Human Performance. • Carlson, N. Et al., Psychology: The Science of Behaviour, 4th Canadian ed. Toronto, ON: Pearson Education Canada, 2007 Sources [ ] • McGregor, D. The Human Side of Enterprise, New York, McGrawHill.

• Patience, H. Organizational Behavior, Financial Times. • Sahin, F (2012). 'The mediating effect of leader-member exchange on the relationship between Theory X and Y management styles and effective commitment: A multilevel analysis'. Journal of Management and Organization.

18 (2): 159–174.. Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits... External links [ ] •, Alan Chapman, 2002. • •, management styles.

“There is nothing more practical than a good theory” according to the social psychologist Kurt Lewin and nowhere might that be truer than in the field of management research. One of these theories is that of Douglas McGregor from MIT whose work on motivational theory in the 1960’s resulted in his two contrasting models of workforce motivation known as Theory X and Theory Y. Theory X is related to an authoritarian style of management that assumes that employees are inherently lazy and work averse. Managers adopting this style of management adopt stricter management controls and closer supervision in order to align the employee’s behaviour to the needs of the organization.

A primary motivation in such cases is the employee’s needs for money and security. Theory Y in contrast is related to a more participative style of management where employees are actively encouraged to be involved in the decision-making processes within the organization. It assumes that employees are self-motivated and see work as being a natural and enjoyable part of life. Both Theory X and Theory Y are in agreement that a manager’s responsibility is to plan, organize and coordinate workplace activities in order to meet organizational goals and maximize efficiencies. As such, both styles of management may have their place in the workforce where the primary need is to motivate employees and maximize productivity.

A further extension is that of theory Z which emerged and was popularized during the Asian economic boom of the 1980’s. Theory Z was focused on the idea of increasing employee loyalty and motivation through creating an environment with a focus on the well-being of the employee and increased employment stability and guarantees of long term employment. While these notions may have been relevant during that particular period they have fallen somewhat out of favor in todays flexible and mobile job markets. What really matters though is context and managers must take the time to realize this if they are to be successful.

Context refers to the environment in which managers and employees are interacting with their surroundings and few would argue that context has not changed considerably over the past 50 years. In a task oriented industrial era, an authoritarian style of management might have produced results, but certainly has its limitations in today’s new economy where value is much more likely to be generated from ideas than from the factory.

Value in this new economy is increasingly based on the knowledge of individual employees and consequently if management is to be effective it much focus on creating value through nurturing creativity and innovation and inspiring people to perform at their best. As such, the motivation to achieve such outcomes is much more likely to be achieved through a management style more aligned with Theory Y with its focus on creating a workplace environment where the employee’s contributions to the organization are valued. In such environments management is going to be more focused on providing real leadership which inspires employees to perform at their best.