Douglas McGregor (1906 – 1964) was a Management professor at the MIT Sloan School of

Management and president of Antioch College from 1948 to 1954.[1] He also taught at the
Indian Institute of Management Calcutta[2]. His 1960 book The Human Side of Enterprise had
a profound influence on education practices. In the book he identified an approach of
creating an environment within which employees are motivated via authoritative, direction
and control or integration and self-control, which he called theory X and theory Y,
respectively. Theory Y is the practical application of Dr. Abraham Maslow's Humanistic
School of Psychology, or Third Force psychology, applied to scientific management.

He is commonly thought of as being a proponent of Theory Y, but, as Edgar Schein tells in

his introduction to McGregor's subsequent, posthumous (1967), book The Professional
Manager : "In my own contacts with Doug, I often found him to be discouraged by the
degree to which theory Y had become as monolithic a set of principles as those of Theory X,
the over-generalization which Doug was fighting....Yet few readers were willing to
acknowledge that the content of Doug's book made such a neutral point or that Doug's own
presentation of his point of view was that coldly scientific".

Graham Cleverley in Managers & Magic (Longman's, 1971) comments: "...he coined the two
terms Theory X and theory Y and used them to label two sets of beliefs a manager might
hold about the origins of human behaviour. He pointed out that the manager's own
behaviour would be largely determined by the particular beliefs that he subscribed
to....McGregor hoped that his book would lead managers to investigate the two sets of
beliefs, invent others, test out the assumptions underlying them, and develop managerial
strategies that made sense in terms of those tested views of reality. "But that isn't what
happened. Instead McGregor was interpreted as advocating Theory Y as a new and superior
ethic - a set of moral values that ought to replace the values managers usually accept."

He earned a B.E. Mechanical from Rangoon Institute of Technology, an A.B. from Wayne
State University in 1932, then earned an M.A. and Ph.D. in psychology from Harvard
University in 1933 and 1935 respectively.[3] In the 1970's, the McGregor school, a graduate
level business school, was founded by Antioch College in his honor.

Theory X

In this theory, which has been proven counter-effective in most modern practice,
management assumes employees are inherently lazy and will avoid work if they can and
that they inherently dislike work. As a result of this, management believes that workers
need to be closely supervised and comprehensive systems of controls developed. A
hierarchical structure is needed with narrow span of control at each and every level.
According to this theory, employees will show little ambition without an enticing incentive
program and will avoid responsibility whenever they can. According to Michael J. Papa
(Ph.D., Temple University; M.A., Central Michigan University; B.A., St. John’s University), if
the organizational goals are to be met, theory X managers rely heavily on threat and
coercion to gain their employee's compliance. Beliefs of this theory lead to mistrust, highly
restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe
that everything must end in blaming someone. He or she thinks all prospective employees
are only out for themselves. Usually these managers feel the sole purpose of the employee's
interest in the job is money. They will blame the person first in most situations, without
questioning whether it may be the system, policy, or lack of training that deserves the
blame. A Theory X manager believes that his or her employees do not really want to work,
that they would rather avoid responsibility and that it is the manager's job to structure the
work and energize the employee. One major flaw of this management style is it is much
more likely to cause Diseconomies of Scale in large businesses.
Theory Y

In this theory, management assumes employees may be ambitious and self-motivated and
exercise self-control. It is believed that employees enjoy their mental and physical work
duties. According to Papa, to them work is as natural as play. They possess the ability for
creative problem solving, but their talents are underused in most organizations. Given the
proper conditions, theory Y managers believe that employees will learn to seek out and
accept responsibility and to exercise self-control and self-direction in accomplishing
objectives to which they are committed. A Theory Y manager believes that, given the right
conditions, most people will want to do well at work. They believe that the satisfaction of
doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of
beliefs about workers. A close reading of The Human Side of Enterprise reveals that
McGregor simply argues for managers to be open to a more positive view of workers and the
possibilities that this creates. He thinks that Theory Y managers are more likely than Theory
X managers to develop the climate of trust with employees that is required for human
resource development. It's here through human resource development that is a crucial
aspect of any organization. This would include managers communicating openly with
subordinates, minimizing the difference between superior-subordinate relationships,
creating a comfortable environment in which subordinates can develop and use their
abilities. This climate would include the sharing of decision making so that subordinates
have say in decisions that influence them. This theory is a positive view to the employees!

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum. Rather they are
two different continua in themselves. Thus, if a manager needs to apply Theory Y principles,
that does not preclude them from being a part of Theory X & Y.

McGregor and Maslow's hierarchy

McGregor's work was based on Maslow's hierarchy of needs. He grouped Maslow's hierarchy
into "lower order" (Theory X) needs and "higher order" (Theory Y) needs. He suggested that
management could use either set of needs to motivate employees. As management
theorists became familiar with Maslow's work, they soon realized the possibility of
connecting higher level needs to worker motivation. If organizational goals and individual
needs could be integrated so that people would acquire self-esteem and, ultimately, self-
actualization through work, then motivation would be self-sustaining. Today, his Theory Y
principle influences the design of personnel policies, affects the way companies conduct
performance reviews, and shapes the idea of pay for performance. According to the Douglas
McGregor: Theory X and Theory Y article, "He is the reason we use the term 'human
resources' instead of personnel department" says Brzezinski. "The idea that people are
assets was unheard of before McGregor."

Criticisms

Today the theories are seldom used explicitly, largely because the insights they provided
have influenced and been incorporated by further generations of management theorists and
practitioners. More commonly, workplaces are described as "hard" versus "soft." Taken too
literally any such dichotomy including Theory X and Y seem to represent unrealistic
extremes. Most employees (and managers) fall somewhere in between these poles.
Naturally, McGregor was well aware of the heuristic as opposed to literal way in which such
distinctions are useful. Theory X and Theory Y are still important terms in the field of
management and motivation. Recent studies have questioned the rigidity of the model, but
McGregor's X-Y Theory remains a guiding principle of positive approaches to management,
to organizational development, and to improving organizational culture.

Theory X Assumptions

The average human being has an inherent dislike of work and will avoid it if he can.

• Because of their dislike for work, most people must be controlled and threatened
before they will work hard enough.
• The average human prefers to be directed, dislikes responsibility, is unambiguous,
and desires security above everything.
• These assumptions lie behind most organizational principles today, and give rise both
to "tough" management with punishments and tight controls, and "soft"
management which aims at harmony at work.
• Both these are "wrong" because man needs more than financial rewards at work; he
also needs some deeper higher order motivation - the opportunity to fulfill himself.
• Theory X managers do not give their staff this opportunity so that the employees
behave in the expected fashion.
Douglas McGregor
REGION IV

Southern Tagalog
Southern Tagalog, or Region IV, was a region of the Philippines that is now
composed of Region IV-A (CALABARZON) and Region IV-B (MIMAROPA). Region IV
was split into the two regions on May 17, 2002. Before the split, Southern Tagalog
was the largest region in terms of both population and area.

History

The Split

Southern Tagalog comprises the provinces of Aurora, Batangas, Cavite, Laguna,

Marinduque, Oriental Mindoro, Occidental Mindoro, Quezon, Rizal, Romblon, and
Palawan. Quezon City was the designated regional center of Southern Tagalog.
Southern Tagalog covers the area where many Tagalog native speakers reside. The
new capital region also known as NCR of Metro Manila and Central Luzon are the
other regions of native Tagalog speakers.

By virtue Executive Order No. 103, dated May 17, 2002, Region IV was divided into
Region IV-A (CALABARZON) and Region IV-B (MIMAROPA).

CALABARZON

CALABARZON is one of the regions of the Philippines. It is also designated as Region

IV-A and its regional capital is Calamba City in Laguna. The region is composed of
five provinces, namely: CAvite, LAguna, BAtangas, Rizal, and QueZON. The region's
name is a portmanteau of the names of these provinces.

The region is located in southwestern Luzon, just south and east of Metro Manila
and is the second most densely populated region.

CALABARZON and MIMAROPA were previously combined together as Southern

Tagalog, until they were separated in 2002.

Executive Order No. 246, dated October 28, 2003, designated Calamba City as the
regional center of CALABARZON.

History

Region IV-A had a very important role in the history of the Philippines. Philippine
independence was held by 1st Philippine president, Gen. Emilio Aguinaldo in Kawit,
Cavite on June 12, 1898.

People from Batangas, Cavite and Laguna were a part of those who first revolted
against the Spaniards for freedom. While the Philippines' national hero, Dr. Jose P.
Rizal was born in Calamba, Laguna. Apolinario Mabini, was born in Tanauan City,
Batangas
The eight primary rays of the sun found in the Philippine Flag represent the first
eight provinces (Batangas, Bulacan, Cavite, Laguna, Manila, Nueva Ecija,
Pampanga, and Tarlac) that sought independence from Spain and were placed
under martial law by the Spaniards at the start of the Philippine Revolution in 1896.

Component cities

• Antipolo City, Rizal

• Batangas City, Batangas
• Biñan City, Laguna
• Calamba City, Laguna
• Cavite City, Cavite
• Dasmariñas City, Cavite
• Lipa City, Batangas
• San Pablo City, Laguna
• Santa Rosa City, Laguna
• Tagaytay City, Cavite
• Tanauan City, Batangas
• Tayabas City, Quezon
• Trece Martires City, Cavite

MIMAROPA

MIMAROPA is one of the regions of the Philippines. It is one of two regions of the
Philippines having no land border with another region, Eastern Visayas being the
other, and is designated as Region IV-B. The name is a portmanteau combining the
names of its provinces, which are: Occidental Mindoro, Oriental Mindoro,
Marinduque, Romblon and Palawan.

In May 23, 2005, Palawan and Puerto Princesa City was moved to Western Visayas
by Executive Order No. 429. However, in August 19, 2005, Pres. Arroyo issued
Administrative Order No. 129 to hold the earlier EO 429 in abeyance pending a
review. Presently, Palawan and the highly urbanized city of Puerto Princesa still
remain a part of this region.

History

Executive Order No. 103, dated May 17, 2002, divided Region IV (Southern Tagalog)
into Region IV-A (CALABARZON) and Region IV-B (MIMAROPA).[3]

President Gloria Macapagal-Arroyo issued Executive Order 103 on May 17, 2002
which subdivided the Southern Tagalog provinces which comprised Region IV into
two regions – Regions IV- A and IV-B, to promote efficiency in the government,
accelerate social and economic development and improve public services. Region
IV-A is now known as CALABARZON- which stands for the provinces of CAvite,
LAguna,BAtangas, Rizal and Quezon). Region IV-B on the other hand, is now known
as MIMAROPA which stands for the island provinces comprising the region - MIndoro
(Oriental and Occidental), MArinduque, Romblon and Palawan. EO103 also
transferred the province of Aurora to Region III in Central Luzon.
Executive Order 429 moved Palawan to Region VI on May 23, 2005. After this move,
Region IV-B began to be called MIMARO instead of MIMAROPA.

However, Palaweños criticized the move, citing a lack of consultation, with most
residents in Puerto Princesa City and nearly all municipalities preferring to stay with
Region IV-B. Consequently, Administrative Order No. 129 was issued on August 19,
2005 to address this backlash. This order directed the abeyance of Executive Order
429 pending the approval of an implementation plan for the orderly transfer of
Palawan from MIMAROPA to Region VI. Thus, it is not yet clear if the transfer of
Palawan to region VI is already done and final creating confusion on whether to
address the region as MIMARO or MIMAROPA.

Scenic Spots

There are many scenic spots in the MIMAROPA. Some of them are the Bathala Cave,
Balanacan Bay and Tres Reyes Islands in the province of Marinduque; the White
Island in Mindoro; Bonbon Beach in Romblon; and, the Puerto Princesa
Subterranean River National Park and El Nido Marine Reserve Park in Palawan.

Puerto Princesa is now a highly urbanized city; figures are excluded from Palawan.

Component city

• Calapan City, Oriental Mindoro

Languages

Tagalog is widely spoken in the region. In Marinduque, Tagalog is spoken with a

unique blend of Bicolano and Visayan languages. Aside from Tagalog, there are also
other major languages being used by the people in different provinces and
localities. In the interior of Mindoro, various languages are spoken by Mangyans,
and they include Iraya, Alangan, Tawbuid, Hanunoo, Tadyawan, Buhid, and
Ratagnon. The latter is a Visayan language with less than three speakers. Romblon,
being near the Visayas, has three main languagues that belong to Visayan language
family namely, Romblomanon, Asi, and Onhan. Palawan, on the other hand, has its
own set of native languages such as Cuyonon, Tagbanwa and Palawano that are still
spoken by significant numbers of people.