X And Y Theory Pdf

x and y theory pdf

File Name: x and y theory .zip
Size: 1314Kb
Published: 12.05.2021

In , Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals employees : one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.

Skip to search form Skip to main content You are currently offline.

To browse Academia. Skip to main content. By using our site, you agree to our collection of information through the use of cookies.

Theory X and Theory Y published in the Sage Encyclopedia of Management Theories

McGregor presented and explained the two theories in what is considered a classic work of management science, his book The Human Side of Enterprise. Theory X and Theory Y represent two basic assumptions about the human capacity for and relationship to work. Theory X hinges on the assumption that humans are inherently work-averse. The workplace is therefore authoritarian in nature, with top-down pressure serving as the primary mechanism of motivation. Under Theory X, employees are assumed to have little ambition and avoid responsibility, preferring a secure, base work environment. Therefore, they require constant supervision and coercion to maintain productivity.

In his book, The Human Side of Enterprise , McGregor proposed two theories by which managers perceive and address employee motivation. He referred to these opposing motivational methods as Theory X and Theory Y management. Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. Under Theory X, one can take a hard or soft approach to getting results. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls— essentially an environment of command and control. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked.

Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organisational development, and to improving organisational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. Perhaps the most noticeable aspects of McGregor's XY Theory - and the easiest to illustrate - are found in the behaviours of autocratic managers and organisations which use autocratic management styles. Typically characteristics for an X-Theory manager are most or all of these:. Working for an X theory boss isn't easy - some extreme X-Theory managers make extremely unpleasant managers, but there are ways of managing these people upwards. Avoiding confrontation unless you are genuinely being bullied, which is a different matter and delivering results are key tactics.

Managerial Belief Systems: Douglas McGregor’s Theory X vs Theory Y

Work is changing. And the approach to and requirements of leadership are changing with it. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. These differing management styles have been coined in the academic management community as Theory X and Theory Y. Because employees have historically been given a flat exchange of time and energy for income, workplace incentives have often been rooted in a fear of loss of employment, in earning potential from extra productivity, or in acquiescing to managerial dominance for promotion.

During the past 30 years, managers have been bombarded with two competing approaches to the problems of human administration and organization. The first, usually called the classical school of organization, emphasizes the need for well-established lines of authority, clearly defined jobs, and authority equal to responsibility. The second, often called the participative approach, focuses on […]. The second, often called the participative approach, focuses on the desirability of involving organization members in decision making so that they will be more highly motivated. The classical organizational approach that McGregor associated with Theory X does work well in some situations, although, as McGregor himself pointed out, there are also some situations where it does not work effectively. At the same time, the approach based on Theory Y, while it has produced good results in some situations, does not always do so.

Theory X and Theory Y are theories of human work motivation and management. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management , organizational behavior , organizational communication and organizational development. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices. McGregor also believed that self-actualization was the highest level of reward for employees. Theory X is based on assumptions regarding the typical worker. Theory X managers believe all actions should be traceable to the individual responsible.


PDF | Leadership style and organizational performance have been researched extensively. However, the literature has a limited number of.


Theory X and Theory Y

Он опустил руку и отвернулся, а повернувшись к ней снова, увидел, что она смотрит куда-то поверх его плеча, на стену. Там, в темноте, ярко сияла клавиатура. Стратмор проследил за ее взглядом и нахмурился Он надеялся, что Сьюзан не заметит эту контрольную панель. Эта светящаяся клавиатура управляла его личным лифтом. Стратмор и его высокопоставленные посетители попадали в шифровалку и уходили незаметно для остальных сотрудников.

 Вы продали кольцо. Девушка кивнула, и рыжие шелковистые волосы скользнули по ее плечам. Беккер молил Бога, чтобы это оказалось неправдой. - Рего… Но… Она пожала плечами и произнесла по-испански: - Девушке возле парка. Беккер почувствовал, что у него подкашиваются ноги.

Beyond Theory Y

McGregor's XY Theory of Management

Кошачья жила. Из нее делают струны для ракеток. - Как мило, - вздохнула. - Итак, твой диагноз? - потребовал. Сьюзан на минуту задумалась. - Склонность к ребячеству, фанат сквоша с подавляемой сексуальностью.

 Коммандер, - напомнила Сьюзан, - Хейл однажды уже чуть не угробил нас - с Попрыгунчиком. Танкадо имел основания ему верить. Стратмор замялся, не зная, что ответить. - Отключите ТРАНСТЕКСТ, - взмолилась Сьюзан.  - Мы нашли Северную Дакоту.

Он объяснил, что кандзи - это система японского письма, основанная на видоизмененных китайских иероглифах. Он же давал им китайские значения, потому что такую задачу они перед ним поставили. - Господи Иисусе.  - Морант закашлялся.  - Давайте попробуем кандзи.


McGregor argued that these assumptions fall into two broad categories - Theory X and Theory Y. These findings were detailed in The. Human Side of Enterprise,​.


Внезапно кто-то начал колотить кулаком по стеклянной стене. Оба они - Хейл и Сьюзан - даже подпрыгнули от неожиданности. Это был Чатрукьян. Он снова постучал. У него был такой вид, будто он только что увидел Армагеддон.

Тело его сначала оказалось в воздухе, а потом - на жестком полу. Из тени на авенида дель Сид появилась фигура человека. Поправив очки в железной оправе, человек посмотрел вслед удаляющемуся автобусу.

Водитель, наверное, снял ногу с педали газа, рев двигателя поутих, и молодые люди поравнялись с автобусом. Шедший сзади, метрах в десяти, Беккер смотрел на них, не веря своим глазам. Фотография внезапно обрела резкость, но он понимал, что увиденное слишком невероятно.

APPLICATION OF THEORY X AND Y IN CLASSROOM MANAGEMENT

0 COMMENTS

LEAVE A COMMENT