Analysis Of Douglas Mcgregor 's Theory X And Y

Charles M. Carson, (2005),"A historical view of Douglas McGregor's Theory Y", Management Decision, Vol. 43 Iss 3 pp. 450 - 460

Thus, if employees are treated in a Theory X manner, they will become lazy. If they

McGregor first published his ideas in his book, The Human Side of Enterprise. One of the experiences he had that influenced his thoughts was from work that he did at his grandfather’s establishment for temporary workers in Detroit. Because he was a close acquaintance of Abraham Maslow, who developed “Maslow’s Hierarchy of Needs,” McGregor wished to counter the scientific approach on management (“Douglas McGregor,” 2008) and named Theories X & Y.

According to Showry and Manasa, the heart of human behavior in management is being self-aware. A manager must be aware of self, experiences and people’s impact on self. A good leader must understand his or hers own values, beliefs and interior/external motivations. Self-awareness makes a person in a leadership position look at their developmental needs realistically. An effective manager must have an internal sense of self and must be in touch with their values, characteristics, traits, strengths and weaknesses. Finally, to be a good leader one must have determination to shape their life by setting goals and building a team to accomplish these goals over time. Those who do not follow or are tentative about this process remain directionless and an ineffective manager and leader. Leaders should also have a

Is your workplace safe? Do you encourage camaraderie and team building exercises? Some examples might be: company picnics, luncheons or holiday pot-lucks. These lower level needs will need to be addressed and achieved in order for workers to move onto the issues that management wants to focus on such as productivity, innovation and efficiency. Looking at McGregor’s Theory X and Theory Y I would determine if Marshall’s management is using the negative aspects of the classical management theory and making assumptions about the workers (p. 43). If I found that Marshall’s management was adhering to Theory X more than Theory Y I would suggest a shift towards Theory Y thinking and managing. Theory Y states that workers will seek out satisfaction of the higher-order needs if management treats them as such and if those lower-order needs are satisfied. I would focus particularly on point number five of Theory Y, which states: the capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population (p. 43). Looking at this point could address participation levels in the team management system. For example instead of allowing employees to elect the same people to represent each production area in the Marshall Team monthly meetings, perhaps try a

In the past working with both younger and older employees operating under the conditions of both McGregor’s Theory X and Y, and a mixture of Theory Z. Meaning an employee can be

When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the

Theory X and Theory Y, developed by Douglas McGregor, grew out of opposition towards classical management methods. Classical management theorists, such as Fredrick Taylor, focused on scientific training and efficiency and did not account for personal and behavioral issues, such as management styles or job satisfaction. McGregor saw these deficiencies in the classical school of management which lead him to develop a theory of management that would factor the importance of the individual worker. If a manager could tap into the feelings and attitudes of their workers, then the manager would be able increase their employee’s motivation which would then increase production. McGregor’s theory viewed the employee as a person and not as a machine

Self assessments have been used widely in recent decades. The usefulness and truthfulness of these assessments depend entirely upon the user. Utilizing a self assessment tool for the betterment of self is the goal of this report. In this report, I have completed 3 different self assessments to analyze myself. The first assessment that will be discussed is the Jung Personality Test. The next one will be the Team Role Preference Survey followed by the Work Locus of Control Survey. Each of these surveys focuses on various behavioural and personality traits. The Jung Personality Test focuses on four principal physiological

According to Kreitner and Kinicki (2013) McGregor contrasted two views on human nature by insisting that Theory Y assumes that people are more positive at work, and believed managers could accomplish more by viewing employees as such (p.9). The other outdated theory, is Theory X, which is a more negative and pessimistic assumption about workers.

Douglas McGregor was a management professor at the MIT Sloan School of Management. He introduced a new motivational theory in his book ‘The Human Side of Enterprise’, stating that all workers were divided into two groups: Theory X and Theory Y. Theory X workers were lazy, irrational and unreliable, and were only motivated by money and threatened by punishment. Theory Y workers were able to seek and accept responsibilities and fulfil any goals given.

Actively self-reflecting and consciously communication personal values and characteristics provides a manager with the opportunity to control others perception of them and encourages them to be viewed as a leader.

As a current student studying business at a local community college, there have been several courses that I have taken that have greatly heightened my comprehension and retention of the business realm and all that it encapsulates. In one of my current classes, organizational behavior, instructed by Mrs. Swanson we have covered a multitude of exciting and interesting topics that pertain to the understanding of the different components and elements that comprise the different roles of management and the behaviors that they exuberate. Organizational Behavior for me as a student has been a very enjoyable class nonetheless while broadening my knowledge of what the business world is like on the management side of the spectrum. With all of the different topics that we have covered in class there is one in particular that caught my eye, one that I personally have seen and dealt with personally as an employee at a corporation for several years and while all at the same time experienced the incredible dynamic shift as the textbook entails, the McGregor theory.

2007). Kermally (2005, p.36) explain that McGregor believed ‘how managers manage people in practice depends on what assumptions they make about workers’. It means that which kind of leadership managers choose, according to how managers perceive workers’ attitudes toward their job. Managers believe their workers related to Theory X and Y normally use strict supervision approaches to reduce workers’ control on their job, in contrary, managers allow workers to be innovative and willing to authorise more responsibility to Theory Y workers (Waddell et al. 2007).

Douglas McGregor presented Theory X and Theory Y in his book “The Human Side of Enterprise”. In these two theories McGregor has presented two types of managerial style. Theory X says that management is responsible for directing efforts of the people, motivating them, controlling their actions