Maslow vs. Mcgregor

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.

1. Discuss the contributions to the “human side of enterprise” as articulated by Elton Mayo, Chester Barnard, Abraham Maslow, and Douglas McGregor.

Consequently, the only way that employees can attempt to satisfy higher level needs at work is to seek more compensation, so it is quite predictable that they will focus on monetary rewards. While money may not be the most effective way to self-fulfillment, it may be the only way available. People will use work to satisfy their lower needs, and seek to satisfy their higher needs during their leisure time. Unfortunately, employees can be most productive when their work goals align with their higher level needs.

8.) Two different levels of Maslow 's hierarchy of needs that can be satisfied at work are social needs and esteem needs. Social needs, being trust, acceptance, friendship, and belonging, and esteem needs, being respect and recognition of achievement. As social needs must first be met before esteem needs, workplaces provide an element of trust that an individual will do a job, acceptance into this trust and workplace, friendships with other staff members, and a sense of belonging to a team and contributing to a similar goal. When this need is met, needs of esteem can then be fulfilled as an individual will earn the respect fellow colleagues, and they will be rewarded by management when they achieve their goals or meet their KPI 's.

Douglas McGregor in his 1960 management book he proposed the two motivational theories which is the theory x and theory y and that made his mark on history. This motivational theories help managers perceive employee motivation.

In 1960, Douglas McGregor wrote the book “The Human Side of Enterprise” (The Economist, 2008). In this book he proposed two theories, Theory X, and Theory Y, which are two distinctly different management styles based on motivational factors that influence employee behavior (Mohamed & Nor, 2013). We will discuss Theory Y and its ability to motivate employees.

Foundation of today 's organizations. These theories go back to the turn of the century and in some cases are considered by the uninformed to be simply fads which come and go. As I have discovered, these theories are rather the steps on a ladder which continually takes us higher and higher. Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories on behavior of individuals at work, and he has formulated two models which he calls Theory X and Theory Y. Theory X Assumptions The average human being has an inherent dislike of work and will avoid it if he can. Because of their dislike for work, most people must be controlled and threatened before they will work

Many people get the satisfaction from their work and take great pride in it; while others may view it as a burden or simply a means to survive. In attempts to identify successful approaches to management, social psychologist Douglas McGregor expounded two contrasting theories on human motivation and management know as Theory X and Theory Y. Promoting Theory Y as the basis of good management practice, and with personal views that workers are not mere pawns within the companies’ hierarchy structure as Theory X suggested. The theories look at how a manager’s perceptions of what motivates his or her team members also affect the way he or she

In 1960, American social psychiatrist, Douglas McGregor wrote a book titled ‘The Human Side Of Enterprise’. It was in this book that McGregor first proposed his famous XY theory. McGregor’s XY Theory is a type of motivational management. McGregor’s theory is incredibly simple yet effective. Most of the fundamental elements of the XY Theory rely solely on how the manager views their employees. Even though McGregor’s theory is over fifty years old, it is still relevant today. Authors have tried to modernise the theory but the basics remain the same. Laurie J. Mullins describes Theory X type workers as having an “Instrumental

The human relations perspective views the workplace as an intricate social network which a manager must control though increased participation from employees and open communication. Within this perspective employees are viewed as responsible, social, and self-motivated. These views support Douglas McGregor’s theory Y. Managers who follow theory Y believe employees generally enjoy work, are often self-motivated to complete tasks efficiently and to the best of their ability, and will actively seek responsibility. They also believe that people in general are smarter than previously realized and can exercise high levels of creativity and ingenuity. (Heyel, C. (Ed.). (1982). The Encycolpedia of Management . NY: Van Nostrand Reinhold Co.) McGregor compares this to managers who follow the X theory, who believe employees avoid responsibility, have little ambition, and are inherently lazy. They feel that people must be controlled and threatened in order to work to their best ability and are primarily motivated by monetary rewards. This is the view that managers held in previous perspectives. McGregor believed that a belief in a certain theory could end up being a self – fulfilling prophecy, meaning that if a manager believes their employees will act a certain way then they will. (Kinicki, A., & Williams, B. K. (2008). Chapter 2. In Management: A practical Introduction (pp. 46-49). NYC: McGraw Hill.) Mangers in this perspective use less micromanagement and move towards

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two contrasting models of workforce motivation.

Theory X and Y are theories founded by Douglas McGregor, a professor from MIT Sloan School of Management, which are inscribed in his book, “The Human Side of Enterprise” in 1960. This essay will explain about the theories used in human resources, which according to McGregor are vital in the success of one’s company. Theory X is the theory who assume people to dislike work or just want to work if they received orders from superiors. While the theory Y assumes people love to work and will do the job without waiting for orders from a superior and always wanted to do the best for the manager. Both of these theories describe about motivation of human and role of management behaviour. The theories assemble the factors of production, including human resources for the economic benefit of the firm, organisational communication and organisational development. In this essay we will discuss in detail about theory X and Y, and application to individual and corporate.

The foundation of McGregor’s theory has direct links to Taylor’s study of scientific management: a study of scientific management as a link between human beings and their jobs which in turn need to be re-constructed to maximise efficiency (Waddell et al. 2007, p. 43). Many researchers and scholars have developed theories based on the work of F.W. Taylor. McGregor, Maslow and others who assisted to improve the view of human relation tried to prove that there is another side to the traditional perspective of workers (Bartol and Martin 1998, p. 52).This literature review will be focusing on the evolution of McGregor’s Theory X and Theory Y in relation to the development of management theory. Moreover will be explaining the definition of X

It is difficult to satisfy individual demands because everyone would move to the next more advanced platform of the hierarchical pyramid that Maslow created frequently once the prior need is met, especially in modern society. Meanwhile, when setting Maslow’s model into the business to understand the motivation behind employees’ behaviours, it is not amazing to find that there are also have similar five levels of needs which including wages, safety, social belongingness, self-esteem and finally self-actualization. Maslow and Stephens (2000) have posited out that individuals will not spend an inordinate amount of time to think about their salaries if they are fairly paid. After being paid adequate salary, employee seeks safety physically and mentally on the jobs. And then the stage of needs moves to the third level subsequently-seeking social

As Douglas McGregor began working on his book, The Human Side of Enterprise, he encountered Abraham Maslow’s theory. Maslow believed that people had 5 basic ascending needs. It was this theory that not only supported McGregor’s thinking about a hierarchy of motivation, but it also provided a strong theoretical foundation for his assumptions (Bobic, 2003). With a firm foundation McGregor shared his theory with the world, and his theory has had a lasting impact on management theory.