I let go of the reading in class just long enough to watch a two-part BNA Video entitled “Theory X and Theory Y: The Work of Douglas McGregor” created with Saul Gellerman in 1969. The video provided a description of Theory X and Y in Part One, the assumptions that managers make about workers, and the self-fulfilling prophecy. Nov 30, 2016  Douglas McGregor (1906 –1964) was a famous management professor in the field of personal development and motivational theory. He is best known for his. Theory X and Theory Y of Motivation by McGregor. Theory X stands for the set of traditional beliefs held, while Theory-Y stands for the set of beliefs based on researchers in behavioral science which are concerned with modern social views on the man at work. These two theories represent the extreme ranges of assumptions. A friend is need is a friend indeed essay. Hume essays moral political and literary Hume essays moral political and literary oedipus vs creon essays research paper research proposal mcgregor theory x and theory y essays.

1. Theory Z

People are different. Whilst one team member might derive great satisfaction from their work and be self-directing, another might derive no satisfaction and perform their duties solely to get paid. The reason for these different behaviors is a question of motivation – one team member is motivated whilst the other isn’t.

Management academics and psychologists study these different motivations and offer different approaches to motivate people. One psychologist, Douglas McGregor, categorized people’s motivations into two broad categories: Theory X and Theory Y. Theory X and Theory Y were developed in the 1960’s and describe two different, almost opposite, attitudes to motivation in the workplace. The theories attempt to show how a manager’s perception of his team affects the behaviour of the manager and how they treat their team. Let’s examine each of the theories in turn.

Theory X Theory X assumes that team members are intrinsically lazy and unmotivated, and will avoid doing work if any opportunity presents itself. Because of this, management must work tirelessly and continually to build systems of control and supervision over employees. You can imagine a game of cat and mouse, with the employee continuously finding new ways to avoid work, and the employer immediately responding with a new control to eradicate that particular work avoidance loophole. Theory X essentially assumes that employees are only interested in money closely followed by job security. Theory X organizations tend to be top heavy, requiring many managers, not just to control and monitor employees, but to narrow the span of their control at every level under their management. Theory X managers rely on threat and coercion to achieve the obedience of employees. Theory Y Theory Y assumes that team members may be ambitious and self-motivated, and that they actually derive some satisfaction (either mental or physical) from performing their duties.

This leads to a collaborative style of management which can be readily decentralized. A Theory Y manager holds the view that if provided with the right conditions, team members will perform well. Theory Y managers are far more likely to develop a trusting relationship with their employees, with employees receiving satisfaction simply from doing their job well. One positive side effect of this is that Theory Y organizations tend to have employees with higher levels of responsibility at the lower rungs of the organization.

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Theory Z

Theory Y management exhibits characteristics such as communicating openly with the team, facilitating employee engagement in influencing decision making, and creating a supportive environment in which to work. Theory X Disadvantages Theory X management can obviously lead to a very punitive atmosphere with a strong blame culture. It also suffers from diseconomies of scale: as an organization grows an ever larger proportional number of centralized managers are needed to keep employees under control. McGregor’s work was based on, and he proposed that Theory X only filled lower-order needs, whereas Theory Y fulfilled higher-order needs.