Theory X and Theory Y

Every Person in this world has different needs and desires. Similarly every person has different motivation to go to work each morning. Some people get satisfaction from their work and take great pride in it; Others may view it as a burden, and simply work to survive.

Human motivation is studied by many Management Gurus for long periods, to identify the rightful approach to human behavior. Social psychologist Douglas McGregor of MIT proposed two contrasting theories on human motivation and management in the 1960s: The X Theory and the Y Theory.

The theories helps manager's to think about what motivates his or her team members affects the way he or she behaves. By understanding root cause about employees motivation can influence your management style.

Theory X
Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management.

According to this view, management must actively intervene to get things done. This style of management assumes that workers:

Dislike working. 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 incentive to work.

X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized.

Theory Y
Theory Y expounds a participative 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. It assumes that workers:

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.

This more participative management style tends to be more widely applicable.

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, whilst in Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions. According to Theory X & Y, 1) Manager can think workers as of 2 types Lazy one and Not Lazy. Lazy workers don't like to work by them selves and have negative attitude. Not Lazy type of workers do the assigned tasks to them and go beyond the routine work. they have positive mindset about work and always keen to achieve the targets.

2) MANAGERS are of 2 types X & Y X thinks negatively and assumes workers are Lazy one, and Y thinks positively and considers his workers are Not Lazy.

This led to four type of organizational teams:

No. Managers Workers X Lazy 1 X Good 2 Y Lazy 3 Y Good 4

Working Scenario It is dangerous for an organization It is Most dangerous for an organization Organization can do better with this type of team This type of team give best results

This can be represented pictorially

Theory X Manager + Not Lazy Worker (2) Theory Y Manager + Not Lazy Worker (3)

Theory X Manager + Lazy Worker (1) Theory Y Manager + Lazy Worker (4)

Q1)

Theory X Manager assumes LAZY Worker as LAZY:

This case manager will justify that the workers are not performing well and will be very strict in his approach. For organisation betterment he will use strict actions against the workers and will try to make them perform. Q2) Theory X Manager assumes NOT LAZY worker as LAZY: Manager assumes wrongly that employee to be insincere but who is hard working and act strictly with him. Q3) Theory Y Manager assumes LAZY worker as NOT LAZY: The manager assumes that the workers are working hard but in real case they are lazy. This poses a dangerous situation. The workers are only projecting that they are

working to their managers. This could lead to deteriorating performance of the company. Q4) Theory Y Manager assumes NOT LAZY worker as NOT LAZY: This is a perfect match for the organisation. As the workers are actually working in the interest of the organisation and getting compensated and acknowledged by the manager increases their level and motivation and belongingness for the organisation.

In my company, on the construction site for workers I used to use Theory Y manager rather than the usual approach of Theory X on construction site. I would like to see myself in the Fourth Quadrant in any company that I work with. This retains the best of the person who is working for the company and benefits to every one.