His book 1960 had a profound influence on the management field, largely due to his Theory X and Theory Y. In instances where the thinking process is important and the employee is expected to act on their own responsibility, managers prefer to opt for Theory Y. Most workers must be coerced, controlled, directed, or threatened with punishment to get them to work toward the achievement of organizational objectives. As distinguished from the classical human relations theory, the Human Behavioral School is devoid of the emotional content and emphasizes the synchronization of group goals within the broader framework of management. Application: how would you use this as a manager? Theory X managers believe employees are self-centered, dislike work, are unambitious, avoid responsibility, and dislike change.
Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. In addition to their preference for a certain leadership style and the work that has to be done, a manager will either opt for Theory X or Theory Y. The middle step is social class. This will help give you at least some sense of how important McGregor was to postwar organizational research and practice. Workers who are engaged and fulfilled actually enjoy their work.
Managers who build on the basic principles of Theory X, are often met with a vicious circle in which their suppositions become reality and in which cause and effect are reversed. Employee always wants social class. Most textbooks discuss Theory X and Theory Y within the context of motivation theory; others place Theory X and Theory Y within the history of the organizational humanism movement. According to these theorists, since groups provide members with feelings of acceptance and dignity, management can look upon the workgroup as a potentially productive force. They were not created by McGregor.
The Douglas McGregor biography describes one of the most influential management theorists as a man whose revolutionary insights into the nature of leadership and management changed the relationship between managers and employees, paving the way for best practices implemented by some of today's most successful companies. The average worker prefers to be directed and to avoid responsibility, has relatively little ambition, and wants security. Most workers place security above all other factors associated with work and will display little ambition. Your rating is more than welcome or share this article via Social media! 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. Avoiding confrontation unless you are genuinely being bullied, which is a different matter and delivering results are the key tactics. Giving employees a larger role in an organization makes it more likely that their individual needs will align with the organization's needs. Get price quotes Finance Human Resources Marketing Technology Management Theory of Douglas McGregorBy Jeanne Dininni Business.
Use this quiz to check your understanding and decide whether to 1 study the previous section further or 2 move on to the next section. Description of Theory X In this theory management assumes employees are inherently lazy and will avoid work if they can. According to the text book, motivation refers to a psychological process that gives behavior purpose and direction. It would appear that the optimal approach to human resource management would lie somewhere between these extremes. McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960. Empxtrack — an is based on such theories and helps organizations to transform their human resource practices.
The staff function in human relations. Drawing on newly emerging psychological principles, Douglas McGregor's Theory Y offered a different model. Leadership and social change, 16-24. Maslow discovered the theory in 1943. Solutions Empxtrack offer solutions for talent management.
Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. According to Schein 1975; p. Employees are responsible for accomplishing their own work objectives. Influence A good manager will realize that leadership affects employee behaviour. How to Improve Your Life in 12 Steps How many times have you told yourself that you are going to improve your life, but ended doing nothing? Managers who hold Theory X assumptions will not offer sufficient incentives to motivate their employees to achieve organizational goals.
Recommended readings White Paper: by Gen B K Bhatia Courtesy Empxtrack — Human Capital and Talent Management Suite. The success in this collaboration was achieved in a setting which included the following elements: 1 The study was a joint undertaking between behavioral scientists and practicing managers. Criticism of and administrative management promoted by Fayol gave birth to the behavioral management theories. A new comer always needs his job for satisfying himself by getting food and shelter which is a psychological need. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time.