Douglas mcgregor - theory x y Douglas McGregor's XY Theory, managing an X Theory boss, and William Ouchi's Theory ZDouglas McGregor, an American. PDF On Jan 1, 2009, K. Dartey-Baah and others published Douglas McGregor's theoretical models: Their application in assessing leadership styles.

Douglas mcgregor - theory x y Douglas McGregor's XY Theory, managing an X Theory boss, and William Ouchi's Theory ZDouglas McGregor, 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, 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 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.

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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. McGregor's ideas significantly relate to modern understanding of the Psychological Contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership, and the useful constructive beneficial nature of Y-Theory leadership. 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 unambitious, 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. Tools for teaching, understanding and evaluating xy theory factorsThe XY Theory diagram and measurement tool below (pdf and doc versions) are adaptations of McGregor's ideas for modern organizations, management and work. They were not created by McGregor. I developed them to help understanding and application of McGregor's XY Theory concept. The test is a simple reflective tool, not a scientifically validated instrument; it's a learning aid and broad indicator.

Please use it as such. According to McGregor, there are the following two types of managers: • Theory X managers - These managers believe that most of the people are self-centered, are only motivated by their physiological and safety needs, and are indifferent to the needs of the organization they work for. They (usu ally the team) lack ambition and have very little creativity and problem-solving capacity. As a result, they dislike their work and will try to avoid it. They will also avoid taking responsibility and initiative. There is one word to describe Theory X managers: distrust. They distrust their employees.

These managers, therefore, tend to be authoritarian. • Theory Y managers - As opposed to Theory X managers, Theory Y managers trust their employees. They believe that most of the people are high performers in a proper work environment. This is because most of the people are creative and committed to meeting the needs of the organization they work for.

Theory Y managers also believe that most people like to take responsibility and initiative and are self-disciplined. Finally, they also believe that most people are motivated by all levels of needs in the Maslow's hierarchy of needs. These managers tend to provide more freedom and opportunity for career growth. Trivia: Given the same team and same work environment, a Theory Y Manager's team will perform better and deliver better quality work product than the team managed by the Theory X Manager. The reason is simple. People hate authority and in most cases rebel.