ADVERTISEMENTS:Everything you need to know about Theory X and Theory Y of motivation. Douglas McGregor proposed theory X and theory Y.Theory X is related to traditional approach about people and theory Y is related to modern approach about people. Theory X is somehow related to concept of scientific management, which advocates that people dislike the work and they have to be strictly controlled.McGregor states that the supporters of theory X, who perceive employees to be lazy and unambitious use threat, strict supervision, control, punishment, etc., as the tools to get work done.
Assumptions of Theory X and Theory Y 2. Appraisal of Theory X and Theory Y 3. Motivational Aspects 4.
Criticisms 5. Comparison between Theory X and Theory Y.Theory X and Theory YProf.
Douglas McGregor proposed theory X and theory Y. Theory X is related to traditional approach about people and theory Y is related to modern approach about people.Theory X is somehow related to concept of scientific management, which advocates that people dislike the work and they have to be strictly controlled.Assumptions of Theory X. ADVERTISEMENTS:First five are related to human nature and last three to managerial action.McGregor states that the supporters of theory X, who perceive employees to be lazy and unambitious use threat, strict supervision, control, punishment, etc., as the tools to get work done. However, these tools may give negative results by giving encouragement to trade unions and people may oppose the force.Theory Y is reverse of theory X.
This is inspired from human approach to management, which advocates considering employees as humans not as machines. Theory Y is positive approach about people. It considers people to be willing to work, who just need direction and motivation for work.Assumptions of Theory Y. Democratic/participative leadership style will be effective.Theory Y views individual and organisational goals as congruent. Workers like responsibility and they should be given responsibility. They are self-directed, self-motivated and self-controlled.If the assumptions of theory Y are valid, McGregor suggests giving freedom to employees, use decentralisation, delegation, job enlargement, participation and consultative management, etc., to motivate employees.Appraisal of McGregor’s Theory:Theory X and theory Y, represent two extremes. They are not realistic situations.
Both are not found in reality, no man would entirely belong to theory X or theory Y. He will have the traits of both the theories; however, theory X is more applicable to uneducated and unskilled workers, theory Y is more applicable to educated and skilled workers. This theory helps managers understand human behaviour and design the incentive scheme accordingly.Theory X and Theory Y – With AssumptionsDouglas Mc Gregor has tried to explain two theories of human behaviour in management philosophy based on the principles of the dual aspects of the human being. This is known as ‘X’ and ‘Y’ theory. ‘X’ Theory:This is a traditional theory of human behaviour.
In this, Mc Gregor made certain assumptions about human behaviour.These are:i. Generally most people have an inherent dislike for work and they avoid shouldering responsibility.ii. Due to the inherent characteristics of a human being, they have to be intensively supervised, directed and also threatened with severe consequences for nonperformance and punishment.
They also require adequate and severe reproof to get the job accomplished.iii. Most of the people at work lack ambition. They have little interest in the quality work.iv. An average human being likes to be directed by the superiors and avoids responsibility. He does the work to the barest minimum.v. These type of personnel are inherently self-centered and also indifferent to organisational needs.vi. Such people have a great financial greed.
They may do whatever management wants by financial motivation.Mc Gregor emphasised that the theory ‘X’ philosophy as stated above confuses cause and effect in the analysis of human nature. If an employee in a modern organisation behaves passively or indifferently, it means the management has not properly responded to his needs.The worker’s behavioural attitudes hardly speak that he is deprived of his higher order needs like ‘social need’ of belongingness and other higher order ones.
It is a fact that many organisations do take notice of the physical and safety needs of the workers and other higher order needs are not considered as important ones.When the lower needs are satisfied by the workers, they aspire to satisfy their ‘self-fulfillment needs’. If management overlooks these important aspects, the outcome is frustration and the work becomes the subject of theo ry ‘X’ category in course of time. Theory ‘Y’:The assumption of theory ‘ Y’ is explained by Mc Gregor as:i. An average human being does not inherently dislike work. The work for him is as natural as play or rest. Depending upon the conditions, work may be a source of satisfaction or a source of punishment.ii.
External control and threat of punishment are not the only means of bringing about efforts towards meeting organisational objectives. Man will exercise self- direction and self-control in the service of objectives to which he is committed.iii.
Commitment to objective is a function of the reward associated with achievement. The most significant aspect of such an award is satisfaction of the ego and self- actualisation that can be directed towards achieving organisational objectives.iv. The average human being learns under proper conditions not only to accept responsibility but also to seek help to shoulder the same. However, shirking of responsibility, lack of ambition and emphasis on job security are generally the consequences of inherent human characteristics.v. The capacity to exercise a relatively high degree of imagination, ingenuity and creativity.
These are found widely distributed in public.vi. In modern industrial life, the intellectual potentialities of an average human being are partially utilised.A close comparative study of and ‘Y’ theory can bring out the diagonally different nature of these two sets of assumptions.The assumption of theory ‘Y’ brings out a positive approach in organisational management and also understanding the positive behavioural pattern of employees between organisational goals and those of the individuals satisfying their own needs. This theory establishes conducive atmosphere and amiable relationship between management and work force for accomplishment of jobs.When one studies ‘X’ and ‘Y’ theory, one may form an impression that the former is a bad type of worker and latter a good type. The theory mainly indicates the attitude or an idea formed earlier by the managers with regard to employees. As a matter of fact, the theory does not convey the behaviour of individuals.The assumption and reality are two different variables. The manager must be able to distinguish them correctly, when dealing with situations. A lazy and irresponsible worker of ‘X’ category can be changed into a ‘Y’ category worker by behaviour modification.
How to change the behaviour pattern depends on the leadership of the organisation. That is what is required for a manager to do as a sequel to study of and Y’ theory.Theory X and Theory Y – With Assumptions and Motivational AspectsDouglas McGregor proposed two altogether different views of human beings. One view is basically negative of human beings called Theory X and the other is basically positive of human beings called Theory Y.Assumptions of Theory X:Theory X is a traditional set of assumptions about people.The assumptions held by managers under Theory X include:i. The typical person dislikes work and will avoid it, if possible;ii.
The typical person lacks responsibility, has little ambition and seeks security about all; andiii. Most people must be coerced, controlled and threatened with punishment to get them to work.Motivational Aspects of Theory X:Theory X assumes that people are relatively self-centred, indifferent to organisational needs and goals and resistant to change. Managers have to motivate their subordinates through negative motivational techniques like coercion, punishment, threatening and controlling.Theory X assumptions are mostly applicable in government departmental and public sector organisational situations where people are not basically trusted. And these assumptions are not applicable in private sector organisations where freedom, autonomy and voluntarism are mostly trusted.Assumptions of Theory Y:Theory Y implies a more positive, human and supportive approach to managing people.The assumptions of Theory Y include:i.
People view work as being as natural as rest or play.ii. People will exercise self-direction and self-control, if they are committed to the organisational objectives.iii. The average person can learn to accept and/or seek responsibility.iv. People are not inherently lazy. They have become that way as a consequence of their experience, andv. People have potential.
Under proper conditions, they learn to accept and seek responsibility. They have imagination, ingenuity and creativity that can be applied to work.Motivational Aspects of Theory Y:These assumptions motivated the managers to develop employee potential and help them release that potential towards the organisational objectives.Theory Y assumptions are believed mostly by the private sector organisations, where the performance is most essential than the procedure. Private sector organisations motivate the employees by creating proper organisational structures like humanistic and flat structures.The believers of Theory Y design the jobs based on job enrichment techniques. Further the employees are given freedom and autonomy to decide their work, activities, take their own decisions with a view to enhance the organisational performance. Empowerment of employees is a recent technique in this direction.Theory X and Theory YProf. Douglas McGregor has introduced two theories in his famous book, ‘The Human side of Enterprise.’ They are called ‘X’ theory and ‘Y’ theory. X-Theory:This theory is based on ‘papa knows best.’ In other words, a manager has thorough knowledge and excludes workers from decision-making process.
A manager has authority or power to take decisions. The workers should follow whatever decis ions are taken by the manager.Assumptions of Theory:i. Workers have an aversion to work inherently.ii. Workers may find a way to postpone the work completion in laziness.iii.
Workers may do the job half-heartedly.iv. Fear of punishment can motivate the workers into action.v. The worker may know the hazards of non-performance of a work.vi. No worker is ready to accept any responsibility.vii. There is a need for explaining the consequences of being inactive.viii. Workers are not interested in achievement.
They prefer to maintain status quo.ix. A worker prefers to be directed by others.x. Workers hate to improve their efficiency. The reason is that they fear losing their present job.xi.
Worker is also one of the factors of production and does not deserve any special treatment.xii. Worker lacks integrity.xiii. Worker avoids taking decision whenever necessary.X-theory is regarded as the means to supervise and control the workers. Decision-making in all the fields is entrusted with the managers. Workers are allowed to express their suggestions and emotions. But the decisions are taken by managers and workers are forced to follow the decisions. Y-Theory:Y-theory is just opposite to X-theory.
So, X-theory is considered as traditional theory and Y-theory is considered as modern theory. Y-theory emphasises the importance of workers in the accomplishment of enterprise objectives.Assumptions of Y-Theory:i. The average human being has the tendency to work. A job is as natural just like a play.ii. Once the worker understands the purpose of job, he may extend his co-operation for job completion.iii. Worker can put in his best efforts for the accomplishment of enterprise objectives early.iv. Worker has self-direction, self-motivation, self-discipline and self-control.v.
If right motivation scheme is prepared by the management, the worker is ready to accept extra responsibility.vi. The existing worker has competence to work and can take right decisions.vii. A worker expects recognition of the successful accomplishment of task.viii. A worker may exhibit his efficiency even for non-monetary rewards such as – participation in decision-making, increased responsibility etc.ix. The potentialities of human beings are not fully utilised by any industry.According to Y-theory, a worker has integrity and readiness to work hard.
He is willing to participate in the decision making process and shows a sense of creativity and imagination.
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. 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.
We will write a custom essay sample onTheory X, Theory Yor any similar topic only for youIn his book, The Human Side of Enterprise, he outlined a new role for managers. He stated that managers should assist subordinates in reaching their full potential, rather than commanding and controlling. Theory X is negative and Theory Y can be stated as the opposite, positive. Douglas concluded that managers shaped their behavior towards workers based on either the X or Y views.Theory X presumes that average employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. (text book citation pg 177) Theory X is focused on an authoritarian management style. Rewards and punishments are assumed to be the key to employee productivity.
Employees have little to offer in terms of organizational problem solving. Under Theory X employees need to be controlled and threatened to get them working. Employees work for money and security only.
Mcgregor's Theory X Of Motivation
According to theory X, appraisals and promotions occur on a regular basis.This view is based on that employees merely satisfy their lower-level physical needs and could not hope to be as productive. Theory Y supposes that employees like work, are creative, seek responsibility, and can exercise self-direction (text book citation pg 177). Theory Y is focused on a participative management style. The managers would take suggestions from workers. These type of managers relate to Theory Y employees and try to share ideas on how the work should be carried out and how it should be improved. The manager values the workers opinion.
This type of leadership leads to high motivation.Theory Y assumes that there is an opportunity to align personal goals with organizational goals by using peoples own ambition for self fulfillment. Individuals go to work of their own accord, because work is the only way in which they have a chance of satisfying their need for achievement and self-respect. Effort in work is as natural as rest and play.
Employees under Theory Y are motivated by many different factors apart from money. The most important reward is satisfaction of their ego needs. What is the relevance of this topic to the study of organizational behavior?The relevance of this topic to the study of organizational behavior is that every employee has some hierarchy of needs and alerting managers’ actions and views accordingly will lead to more motivated workers in an organization. Organizational behavior is the study of what people do in an organization and how their behavior affects the organization’s performance. (text book citation.
Pg 11) Organizational behavior works towards improving the organization’s effectiveness and to establish an improvement and organizational change so that employees will be more productive and happy.In turn those organizations will be more effective and efficient in achieving their goals through their employees. Theory X and Theory Y stated that employees can either be motivated by strict direction or allowed to work freely.
Either one of these two theories would maximize an employee’s job motivation and would produce happy employees working towards the organizations goals. “The effectiveness of organizations could be at least doubled if managers could discover how to tap into the unrealized potential present in their workforces. (book citation) What are the strengths and weaknesses of the theory or idea? There are both strengths and weaknesses in Douglas McGregor’s, Theory X and Theory Y. Some of the strengths of Theory X and Theory Y are that it exposes the endless possibilities for creating opportunities for people to obtain personal satisfaction, knowledge, achievement, challenge, prestige, and other rewards through work. This theory offers opportunities for human resource development involvement in team-building sessions and management development.Douglas’s theory also offers those in supervisory positions a chance to gain some self-knowledge thus acquiring some insight in their managerial skills. Theory X and Y call for managers to examine their assumptions about human nature and see how these models lead to managerial practices.
These assumptions will be reflected in management attitudes toward employees, the kind and amount of participation they allow, and the outcomes they expect. The strength of McGregor’s theory is its significance.
When McGregor formulated his theory, companies competed on their ability to mass produce goods.Today, however, paying attention to the human aspect is a requirement if any organization. Without a powerfully motivated, highly skilled, self-reliant human resource, organizations do not stand a chance to survive, much less compete. McGregor’s theory provides the solution to problems related to the human aspect of an organization. Some of the weaknesses in McGregor’s Theory X and Theory Y theory are that there is only so much money that can be offered as motivation and only so much control that can be applied.
People change and so do motivators. McGregor states that a satisfied need no longer motivates.This theory has no evidence to support Theory X or Theory Y. There’s no validity in the assumption that managers who modify their actions or behaviors will lead to more motivated workers (textbook citation p177). It is part of the manager’s job to exercise control and influence, and there are situations in which this is the only method of achieving the desired results because subordinates do not agree that the ends are desirable. What does the research say about the theory?
Has it been supported by research? Cite the relevant research, and explain what it shows.Studies in relation to the application and observations of McGregor’s Theory X and Y views of managerial behavior and employee outcomes have been conducted and have shed some additional light on this topic.
McGregor’s research has also been questioned for its practicality and usefulness. For instance, in Kopelman, Prottas, and Davis journal in the Journal of Managerial Issues (2008 (2) 255-271) they state that “the paucity of substantive research on the effects of Theory Y managerial assumptions/attitudes may be attributed to the absence of a construct valid measure that is freely available to researchers.How can McGregor’s theory be tested if the focal construct has essentially gone unmeasured? 2697) McGregor’s theorizing about the effects of managerial assumptions has not been rigorously examined.
A construct-valid measure of the central concept was developed, as a critical first step in assessing the substantive validity of McGregor’s theorizing. During this research, a survey was given to undergraduate and graduate students in business. The survey consisted of four principal section s measuring Theory X and Theory Y attitudes and behaviors, faith in people, fast food opinions, and items relating to leisure time activities.The reasoning behind the survey was that Theory X/Y attitudes and assumptions would be closely related to Theory X/Y behaviors and that Theory X/Y attitudes and behaviors would be positively but distally related to generalized faith in people. The end results of the survey concluded that in order to construct validity of a measure should precede substantive research. Summarizing the research done by Kopelman, Prottas and Davis it was stated that theory Y attitudes, such as participative leadership should not be viewed as proxies for measuring managerial attitudes.Theory Y pertains to an individual difference variable reflecting assumptions about people at work-it is not a specific set of recommended management practices. 267) In Kermally’s Book (p. 39) it states that State you cannot and should not apply one set of assumptions to fit all situations.
Again, the focus should be on individual differences and needs. There are groups of workers who would like to be directed and who are not keen on taking responsibility. Such workers would perform better under ‘autocratic managers’. According to the Harvard Business Review (p. 8) we need further investigation of what personality characteristics fit various tasks and organizations. The theory of motivation and organization will have to take account of the contingent relationship between task, organization, and people.
CHAPTER FIVE: Douglas McGregor (1906-1964). Thorogood Publishing Ltd.
Retrieved from Business Source Complete database. Morse, J.,; Lorsch, J. Beyond Theory Y. Harvard Business Review, 48(3), 61.
Douglas Mcgregor Theory X And Y
Retrieved from Business Source Complete database.
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