Douglas Mcgregor Theory X Theory Y Pdf Download [VERIFIED]
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Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s.[1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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.[2]
McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory.[3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level).[3] According to Maslow, a human is motivated by the level they have not yet reached, and self-actualization cannot be met until each of the lower levels has been fulfilled.[4] Assumptions of Theory Y, in relation to Maslow's hierarchy put an emphasis on employee higher level needs, such as esteem needs and self-actualization.[4]
Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X can benefit a work place that utilizes an assembly line or manual labor. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work.
For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. In order to achieve the most efficient production, a combination of both theories may be appropriate.[8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. Managers who choose the Theory X approach have an authoritarian style of management. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees.[12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. An organization with this style of management encourages participation and values individuals' thoughts and goals. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace.[13]
Motivation implies the act of stimulating or inspiring subordinates to pursue the desired course of action. It is something that makes people act or behave in a particular manner. Based on the premises concerning human behaviour, Prof. Douglas McGregor put forward a theory of motivation, called as theory X and theory Y. Theory X is a conventional approach to motivation, based on negative assumptions.
On the other extreme, Theory Y is diametrically opposite to theory X which shows the modern and dynamic approach to individuals and relies on the assumptions that are practical in nature. In this article, we are going to talk about the major differences between Theory X and Theory Y.
Basis for ComparisonTheory XTheory YMeaningTheory X is a motivational theory, which involves high supervision and control over the subordinates, and greater degree of centralization. Theory Y, is an advanced theory, wherein it is assumed that the workers are self-directed and self-motivated, for growth and development and takes active part in decision making. WorkDislikes workWork is naturalAmbitionLittle to no ambitionHighly ambitiousResponsibilityAvoids responsibility.Accept and seek responsibility.Leadership styleAutocraticDemocraticDirectionConstant direction is required.Little to no direction is required.ControlTightLenientAuthorityCentralizedDecentralizedSelf motivationAbsentPresentFocuses onPsychological needs and Security needsSocial needs, esteem needs and self-actualization needs.
Theory Y is a modern approach on motivation, put forward by McGregor. It uses the participative style of management and assumes that workforce is self-directed and enjoy the work assigned to them, in the accomplishment of organisational objectives. According to the theory, employees are the most precious asset to the company. Given below are the major assumptions of this model:
Organizational Behaviour in the context of people management consists of several theories in which Theory X, Theory Y, Theory Z are the newly introduced. Theory X and Y were created and developed by Douglas McGregor in the 1960s. Theory X says that the average human being is lazy and self-centred, lacks ambition, dislikes change, and longs to be told what to do. Theory Y maintains that human beings are active rather than passive shapers of themselves and of their environment. They long to grow and assume responsibility. The best way to manage them is to manage as little as possible. Theory Z of William Ouchi focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. The above three theories were developed based on research conducted in various production related organizations in 20th century. In 21st century, due to changes in business models, automation of production process, changes in technology & business environment, and changes in people perception, organizations are transforming into global entities - a new theory in organizational behaviour called Theory A (Theory of Accountability) has been developed. In this paper, we have made an attempt to compare these four human motivational theories. A model framework for implementation of theory A in an organization is also discussed. The paper also considers the impact of theory A on modern organizational performance.
There is no single motivation theory that explains all aspects of human motivation, but these theoretical explanations do often serve as the basis for the development of approaches and techniques to increase motivation in distinct areas of human endeavor.
The most recognized content theory of motivation is that of Abraham Maslow, who explained motivation through the satisfaction of needs arranged in a hierarchical order. As satisfied needs do not motivate, it is the dissatisfaction that moves us in the direction of fulfillment.
There are also several different approaches to understanding human motivation which we have discussed in greater detail in our article on Benefits and Importance of Motivation which amass a large body of motivational studies and are currently attracting a lot of attention in contemporary research in motivational science, namely intrinsic motivation (Ryan & Deci, 2000) and the flow theory (Csíkszentmihályi, 1975).
Robert Thayer (1989) evolved the theory of psychological arousal into two dimensions: energetic arousal and tense arousal, composed of energetic and tense dimensions. Energetic arousal is associated with positive affect, while tense arousal is associated with anxiety and fearfulness.
This oversimplification is part of the reason why more nuanced and complex cognitive theories have largely replaced the theory. The cusp catastrophe model in sports psychology, arousal-biased competition theory, processing efficiency theory, and attentional control theory are more concerned with the cognitive aspects of arousal and how this affects behavioral efficiency.
Glad you liked the article. Research on motivations underlying extremism and radicalization tend to point to our beliefs having a central role. This paper by Trip et al. (2019) provides an excellent summary of the thinking in this space. It looks at the factors from an REBT perspective. It addresses a whole range of motivational perspectives including uncertainty-identity theory and integrated threat theory.
4. Most workers place security above all other factors associated with work. These assumptions about human nature are negative in their approach. Managers who advocate these views feel that extreme control is most appropriate for dealing with irresponsible and immature employees. This is an autocratic style of leadership based on the traditional theory of what workers are like and what management must do to motivate them. Workers have to be persuaded and pushed into performance.
This theory has assumed a new approach in management. It emphasizes on co-operation between management and employees. The individual and organisational goals do not conflict in this approach. This theory places greater emphasis on satisfaction of high level needs of the employees. McGregor himself holds that the assumptions of theory Y are more valid than Theory X. Thus, delegation of authority, job enlargement, management by objectives and participative management techniques are great motivators for the employee.
Theory X and the Theory Y represent two extremes. No person can belong to these two extreme situations. Each person possesses the traits of Theory X and theory Y, though the degrees may be different under different situations. Though, no generalizations can be made, still it appears that theory X is more applicable to unskilled and uneducated lower class workers who work for the satisfaction of their physiological needs only. Theory Y appears to be applicable to the educated, skilled and professional employees who understand their responsibilities and do not need any direction and control. However, there can be exceptions. 153554b96e