Compare And Contrast Gregregor's Theory X And Theory Y

Theory X and Y has been introduced by Douglas McGregor and the application of these theories can be clearly portrayed in this film. Lack of Motivation, No interest in the work, Absentees are some of the factors that defines Theory X. This theory can be seen in Keith Davenport 's leadership. He was so closely connected with the officers that he was not willing to take any action. Besides, he did not have faith in them which prevented him to motivate them. As, a

objectives. McGregor believed that Theory Y assumptions were more valid than Theory X. Therefore, he

Theory X & Y was officially expounded (and named) by Douglas McGregor, a social psychologist at MIT in the 1960s. His idea was that there are two fundamentally different styles of management. Theory X is an authoritarian concept where one assumes that individuals work reluctantly, without motivation. On the other hand, Theory Y is a libertarian concept where one assumes that people will perform beyond their duties if they are motivated and are dedicated to the overall goals set forth for them.

According to American Social Psychologist Douglas McGregor who formulated two models which were called Theory X, Y, and Z. He suggested to the

c. Discuss how the theory that you selected differs from the activity and disengagement theories of aging.

* Classical- which assumes most employees are lazy and dislike work but can be convinced in order to satisfy their economic needs.

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, that adopts the authoritarian view that people normally abhor working and must be forced to work with punishment for failing to meet the objective. These people actually prefer to be directed and lack ambition.

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

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

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.

approach (Armstrong, 2003, pp. 217-230). According to both of these theories ‘people only work for

The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately represents what is happening within organizations (Storey 1992; Wood 1995). This leads us to

Theory X assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be