File Name: theory x and y by douglas mcgregor .zip
- Theory X and Theory Y published in the Sage Encyclopedia of Management Theories
- McGregor's legacy: the evolution and current application of Theory Y management
- Managerial Belief Systems: Douglas McGregor’s Theory X vs Theory Y
He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between. The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment. Depending on the working conditions, work could be considered a source of satisfaction or punishment.
Theory X and Theory Y published in the Sage Encyclopedia of Management Theories
During the past 30 years, managers have been bombarded with two competing approaches to the problems of human administration and organization. The first, usually called the classical school of organization, emphasizes the need for well-established lines of authority, clearly defined jobs, and authority equal to responsibility. The second, often called the participative approach, focuses on […]. The second, often called the participative approach, focuses on the desirability of involving organization members in decision making so that they will be more highly motivated. The classical organizational approach that McGregor associated with Theory X does work well in some situations, although, as McGregor himself pointed out, there are also some situations where it does not work effectively.
The paper identifies major management approaches cited by McGregor as being examples of his Theory Y management principles. The paper traces the historical development of each of these approaches and their application today. This paper reviews McGregor's original article, then traces the historical development and application of McGregor's major concepts through the identification and review of relevant historical and contemporary literature. Major findings provide strong evidence that McGregor's Theory Y concepts and related management approaches have grown in application, are closely related to appreciative inquiry and social construction. There is also evidence that McGregor's concept of management may be universal and has application across national cultural boundaries. The findings indicate that McGregor's concepts have widespread acceptance and application today, and have been systematically and empirically related to organizational success and effectiveness. More important, however, are the enormous implications related to the growing body of empirical evidence that these concepts have universal application considering the continued movement toward globalization.
McGregor's legacy: the evolution and current application of Theory Y management
McGregor presented and explained the two theories in what is considered a classic work of management science, his book The Human Side of Enterprise. Theory X and Theory Y represent two basic assumptions about the human capacity for and relationship to work. Theory X hinges on the assumption that humans are inherently work-averse. The workplace is therefore authoritarian in nature, with top-down pressure serving as the primary mechanism of motivation. Under Theory X, employees are assumed to have little ambition and avoid responsibility, preferring a secure, base work environment. Therefore, they require constant supervision and coercion to maintain productivity. Workplaces that follow the Theory X model of management often use continual prodding, strict quotas, the threat of discipline, and rewards for performance to keep productivity at a desired level.
Work is changing. And the approach to and requirements of leadership are changing with it. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. These differing management styles have been coined in the academic management community as Theory X and Theory Y. Because employees have historically been given a flat exchange of time and energy for income, workplace incentives have often been rooted in a fear of loss of employment, in earning potential from extra productivity, or in acquiescing to managerial dominance for promotion. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction.
Managerial Belief Systems: Douglas McGregor’s Theory X vs Theory Y
Theory X and Theory Y are theories of human work motivation and management. 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.
Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organisational development, and to improving organisational 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.
Горя желанием выяснить, поддается ли Цифровая крепость взлому, Стратмор принял решения обойти фильтры. В обычных условиях такое действие считалось бы недопустимым. Но в сложившейся ситуации никакой опасности в загрузке в ТРАНСТЕКСТ этой программы не было, потому что коммандер точно знал, что это за файл и откуда он появился. - Несмотря на все мое уважение к вам, сэр, - продолжал настаивать Чатрукьян, - мне никогда еще не доводилось слышать о диагностике, в которой использовалась бы мутация… - Коммандер, - перебила его Сьюзан, которая не могла больше ждать. - Мне действительно нужно… На этот раз ее слова прервал резкий звонок мобильного телефона Стратмора.