DOUGLAS mCGREGORS X Y THEORY
Douglas McGregor's Theory X & Theory Y Douglas McGregor (1906-1964) was an industrial management professor at the Massachusetts Institute of Technology in the 1960's. He was also at one time, the president of Antioch College in Ohio. McGregor believed that the management thinking concepts that were being used at the time were put into place long ago to meet the needs of a more feudal society. In his time, Douglas McGregor felt that the world was changing, and that it was time for new thinking. His ideas about managerial behavior had a great effect on management thinking and practice. Some of McGregors ideas were strongly influenced in part by Abraham Maslow's need satisfaction model of motivation. His hierarchy of needs is based on the idea that motivation comes from need. "Needs provide the driving force motivating behavior and general orientation. Maslow's ideas suggested that worker disaffection with work was due-not to something intrinsic to workers, but due to poor job design, managerial behavior and too few opportunities for job satisfaction." (www.newgrange). Maslow's hierarchy of needs showed the basic needs to be; physiological needs (basic survival needs including food, water, and shelter), and t
This type of manager is highly task oriented. A way to contribute to improved performance would be to re-design jobs and expand opportunities for self-control and self-direction. He/She will take the time out to explain things. The trend in the United States business world is more toward this theory than to X. For many, many years, the typical manager operated from these assumptions, and of course, there are some who still do today. A Theory Y manager tends to believe that there are alternatives to relying on pushing threats. These ideas greatly influenced McGregors thinking. If employees hesitate to respond, they can be blamed for lack of interest and be deemed unreliable. The depth of a workers commitment to goals depends on the perceived rewards for achieving them. Theory X people require a rigidly managed environment, usually requiring threats of disciplinary action as a primary source of motivation. The last assumption of theory X is that a human beings primary motivators are fear and money. Basically, they are self-interested and prefer leisure rather than working for someone else. Good managers, supervisors, and bosses are willing to step back periodically and examine their own assumptions about the nature and motivations of the people they oversee and work with. A key technique in meeting these objectives is empowerment.
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