Mcgregor'S Theory X and Theory Y: Introductio N

McGregor’s Theory X and Theory Y
I N T R O D U C T I O
N
T H E O RY X
T H E O RY Y
C O N C L U S I O N
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N
 Theory X and Theory Y are theories of human work motivation and

management created by Douglas McGregor at the MIT Sloan School of
Management in the 1950s, and developed further in the 1960s.
 These theories describe contrasting models of workforce motivation.
 Theory X and Theory Y have to do with the perceptions managers hold

on their employees, not the way they generally behave. It is attitude not
attributes.
N
Mnemonic device for the two theories: a person refusing to

work ("X") and a person cheering the opportunity to work ("Y")
N
 McGregor's work was rooted in motivation theory alongside the works

of Abraham Maslow, who created the hierarchy of needs where he grouped
the lower-order needs (Theory X) and higher-order needs (Theory Y).
 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.
sources: https://en.wikipedia.org/wiki/Theory_X_and_Theory_Y
T H E O RY X

Manager's duties:
*organize the elements of the enterprise economically.
*direct, motivate, & control the workers .
*persuade, reward or punish workers.

Manager's characteristics:
*more likely to be authoritarian/dictator. *short temper
*has pessimistic view of its workers. * does not team-build
*intolerant *unconcerned to staff
*does not thank or praise
T H E O RY X

Dealing with Theory X managers:
*Orientate your own discussions and dealings with them around
results.
*Measure and substantiate anything you say and do for them.
*Don't try to appeal to their sense of humanity or morality.
*Deliver your commitments and promises.
*Stand up for yourself, but constructively - avoid confrontation.
*Don't question the process he introduces to you.
T H E O RY X

Workers are perceived to be:
*indolent
*lacks ambition
*dislikes responsibility
*indifferent to organizational needs
*dislikes change
*prefer to be led
*self-centered
*indolent gullible
T H E O RY Y
Theory Y shows a participation style of management that is decentralized.
It emphasizes that staff are self-disciplined and would like to do the job
themselves.
Take responsibility and are motivated to fulfill the goals they are given.
Seek and accept responsibility and do not need much direction.
Consider work as a natural part of life and solve work problems

imaginatively.
T H E O RY Y
This management style tends to be more widely appropriate.
Theory Y organizations gives employees frequent opportunities for promotion.
More popular among organizations.
Viewed by McGregor as superior to Theory X.
T H E O RY Y
CHARACTERISTIC:
Self-motivated
Responsible
Always participative
Gives rewards and feedback
Promotion
Good listener
Happy
Concerned about staff welfare
C O N C L U S I O N
Comparing Theory X and Theory Y

Motivation Theory X assumes that people dislike work; they want to avoid
it and do not want to take responsibility. Theory Y assumes that people
are self-motivated, and thrive on responsibility.
Management Style and Control in a Theory X organization, management is

authoritarian, and centralized control is retained, while in Theory Y, the
management style involves employees in decision making, but retains
power to implement decisions.
C O N C L U S I O N
 Work Organization Theory X employees tend to have specialized and often repetitive
work. In Theory Y, the work tends to be organized around wider areas of skill or
knowledge; Employees are also encouraged to develop expertise and make
suggestions and improvements.
 Rewards Theory X organizations work on a ‘carrot and stick’ basis, and

performance is part of the overall mechanisms of control. In Theory Y
organizations, appreciation is also regular and important, but is usually a
separate mechanism from organizational controls. Theory Y organizations
also give employees frequent opportunities for promotion. Accepting
creative and innovative ideas provided by employees.
C O N C L U S I O N
Application
 Although Theory X management style is widely accepted as poor to
others, but somehow, it has its place of beneficial in large scale
production operation and unskilled production-line work.
 Theory Y-style management is suited to knowledge work and

professional services. Professional service organizations naturally
evolve Theory Y-type practices by the nature of their work; Even highly
structure knowledge work, such as call center operations, can benefit
from Theory Y principles to encourage knowledge sharing and
continuous improvement.
C O N C L U S I O N
Conclusion
Understanding your assumptions about employees
motivation can help you learn to manage more effectively.
Thank You for Listening!

Mcgregor'S Theory X and Theory Y: Introductio N

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Mcgregor'S Theory X and Theory Y: Introductio N

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McGregor’s Theory X and Theory Y

 Theory X and Theory Y are theories of human work motivation and

 These theories describe contrasting models of workforce motivation.

 Theory X and Theory Y have to do with the perceptions managers hold

Mnemonic device for the two theories: a person refusing to

 McGregor's work was rooted in motivation theory alongside the works

 Theory X explains the importance of heightened supervision, external

 Management use of Theory X and Theory Y can affect employee motivation

Theory Y shows a participation style of management that is decentralized.

Seek and accept responsibility and do not need much direction.

Consider work as a natural part of life and solve work problems

This management style tends to be more widely appropriate.

Theory Y organizations gives employees frequent opportunities for promotion.

More popular among organizations.

Viewed by McGregor as superior to Theory X.

Comparing Theory X and Theory Y

Management Style and Control in a Theory X organization, management is

 Rewards Theory X organizations work on a ‘carrot and stick’ basis, and

 Theory Y-style management is suited to knowledge work and

Thank You for Listening!

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