Douglas McGregor X-Y theory
Douglas McGregor was born in 1906 and
died in 1964. He was an American social psychologist, proposed his famous X-Y
theory in his 1960 book 'The Human Side of Enterprise'. Theory X and theory Y
are still referred to commonly in the field of management and motivation.
Although more recent studies have challenged the inflexibility of the model, McGregor’s
X-Y Theory remains a valid basic principle from which to develop positive
management style and techniques. McGregor's X-Y Theory remains the central to
organizational development, and to improving organizational culture. McGregor's
X-Y theory is a salutary and simple reminder of the natural rules for managing
people, which under the pressure of day-to-day business are all too easily
forgotten. McGregor's ideas suggest that there are two fundamental approaches
to managing people. Many managers tend towards theory x, and generally get poor
results. Enlightened managers use theory y, which produces better performance
and results, and allows people to grow and develop.
Theory X ('authoritarian management'
style)
- The average person dislikes work and will avoid it he/she can.
- Therefore most people must be forced with the threat of punishment to work towards organisational objectives.
- The average person prefers to be directed; to avoid responsibility; is relatively unmotivated, and wants security above all else.
Theory y ('participative management'
style)
- Effort in work is as natural as work and play.
- People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.
- Commitment to objectives is a function of rewards associated with their achievement.
- People usually accept and often seek responsibility.
- The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
- In industry the intellectual potential of the average person is only partly utilised.
On analysis of the
assumptions it can be detected that theory X assumes that lower-order needs
dominate individuals and theory Y assumes that higher-order needs dominate
individuals. An organization that is run on Theory X lines tends to be
authoritarian in nature, the word “authoritarian” suggests such ideas as the
“power to enforce obedience” and the “right to command.” In contrast Theory Y
organizations can be described as “participative”, where the aims of the
organization and of the individuals in it are integrated; individuals can
achieve their own goals best by directing their efforts towards the success of
the organization.