theory x and theory y presentation on 05082014

8/12/2019 Theory X and Theory Y Presentation on 05082014

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Presented By,

Thatmun (GS 1656)

MA Edu.

(Andrews University off Campus)

1stSemester 2014 -2015

Course No. EDAL 520

Date: July 29, 2014


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MCGREGORSTHEORYX ANDY

Douglas McGregor wrote the bookThe human side of enterprisein 1960.

He examined individuals behaviourat work.

From this he formulated two models of

management based on Dr. Abramhm Maslowshierarchy into lower-order needs (Theory X) and

higher-order needs (Theory Y).

These theories are based on human behaviour in

management. It concludes dual aspects of human being.

He suggested that management could use either

set of needs to motivate.


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THEORYX

Theory X assumes that employees are naturally unmotivatedand dislike working, and this encourages an authoritarian styleof management. According to this view, management mustactively intervene to get things done.

According to Theory X, managers believe workers

Dislike work

Lack ambition

Are irresponsible

Are resistant to changePrefer to be led


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THEORYX CONT..

Avoid responsibility and need to be directed.

Have to be controlled, forced, and threatened to

deliver what's needed.

Need to be supervised at every step, with controls

put in place.

Need to be enticed to produce results; otherwise

they have no ambition or motivation to work.

The people at work have no authority to suggest or

object anything.

Cant be trusted to make a decision.

Are only interested in MONEY.

Must be closely watched.


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MANAGERS

Assumes that people are lazyand dont like work andare motivated by money.

Therefore people have to be forcedto work.

Managers need to be controllingand motivate by threatsand fear.

The leadership style used will be autocratic. Worker morale may low under this type of leader.

Eg. Hitler


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THEORYY

Theory Y shows a participation style of management that is de-

centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater

responsibility.

According to Theory Y, managers believe workers

Are willing to work

Are capable of self control

Accept responsibility

Are imaginative and creative

Self-directedEnjoy their work

Will work hard to get rewards

Want to see new things happening

Will work independently

Are motivated by things other than money


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THEORYY

Take responsibility and are motivated to fulfill the

goals they are given.

Consider work as a natural part of life and solvework problems imaginatively. Assumes that people

seek fulfilmentthrough work and are willing to work

hard.

In Y-Type organizations, people at lower levels ofthe organization are involved in decision making

and have more responsibility.


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MANAGERS

Seek and accept responsibility and do not need

much direction.

The leadership style used is democratic or free-

rein.

The management motivate by encouragement and

inclusion.

Workers do not need to be controlled.

This management style tends to be more widely

appropriate.


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COMPARINGTHEORYXANDTHEORYY

Theory X

Work is natural

Capable of self-direction

Seek responsibility

Can make good decisions

Work avoiding

Need to control

Avoid responsibility

Workers seek security

Theory Y


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ASSUMPTIONS OF THEORY X VERSUS

THEORY Y MANAGERS

EMPLOYEES:

Dislike/avoid workRequire coercion

Shun responsibility

Have little ambition

Seek security

EMPLOYEES:

Naturally expend effortWill exercise self-discretion

Accept and seek responsibility

Have creative capacity

Have high level needs

TM 2-3

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc., 1998


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COMPARINGTHEORYX ANDTHEORYY

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.


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Management Style and Control

In a Theory X organization, management is

authoritarian, and centralized control is retained.

Theory Y, the management style involves employees

in decision making, but retains power to implement

decisions.


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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 alsoencouraged to develop expertise and make

suggestions and improvements.


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Rewards

Theory X organizations work on a carrot and stick

basis, and performance is part of the overallmechanisms of control.

In Theory Y organizations, appreciation is also regularand important, but is usually a separate mechanism

from organizational controls. Theory Y organizations

also give employees frequent opportunities for

promotion.


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Application

Although Theory X management style is widely accepted aspoor to others, it has its place in large scale production operationand unskilled production-line work.

Many of the principles of Theory Y are widely adopted by typesof organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professionalservices. Professional service organizations naturally evolve

Theory Y-type practices by the nature of their work; Even highlystructure knowledge work, such as call center operations, canbenefit from Theory Y principles to encourage knowledgesharing and continuous improvement.


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CONCLUSION

Understanding your assumptions about employees

motivation can help you learn to manage more

effectively.

Thank You for Listening!

theory x and theory y presentation on 05082014

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