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McGregor's Theory X and Theory Y describe two opposing views of human motivation in organizations. Theory X assumes that people inherently dislike work and must be coerced through punishment or rewards. Theory Y assumes that people can exercise self-direction and self-control to achieve organizational goals, especially if those goals satisfy their need for self-actualization. McGregor proposed that most managers subscribe to Theory X assumptions without realizing it can decrease productivity, whereas Theory Y fosters greater commitment and creativity among employees.
McGregor's Theory X and Theory Y describe two opposing views of human motivation in organizations. Theory X assumes that people inherently dislike work and must be coerced through punishment or rewards. Theory Y assumes that people can exercise self-direction and self-control to achieve organizational goals, especially if those goals satisfy their need for self-actualization. McGregor proposed that most managers subscribe to Theory X assumptions without realizing it can decrease productivity, whereas Theory Y fosters greater commitment and creativity among employees.
McGregor's Theory X and Theory Y describe two opposing views of human motivation in organizations. Theory X assumes that people inherently dislike work and must be coerced through punishment or rewards. Theory Y assumes that people can exercise self-direction and self-control to achieve organizational goals, especially if those goals satisfy their need for self-actualization. McGregor proposed that most managers subscribe to Theory X assumptions without realizing it can decrease productivity, whereas Theory Y fosters greater commitment and creativity among employees.
human beings in the organisation, according to McGregor, involves certain assumptions, generalisations and hypotheses relating to human behaviour and human nature McGregor has characterised these assumptions in two opposite points, Theory X and Theory Y.
Theory X. This is the traditional theory of human behaviour. McGregor has certain assumptions about human behaviour. Assumptions are as follows:
1). Management is responsible for
organising the elements of productive enterprises-money, materials, equipment; people-in the interest of economic ends. 2.) With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their behaviour to fit the needs of the organisation.
3) Without this active intervention by
management, people would be passive even resistant-to organisational needs. They must be persuaded, rewarded, punished, controlled, and their activities must be directed. This is management's task. We often sum it up by saying that management consists of getting things done through other people.
4) The average man is by nature indolent-he
works as little as possible. 5) He lacks ambition, dislikes responsibility, and prefers to be led. 6)He is inherently self-centered, indifferent to organisational needs. 7) He is, by nature, resistant to change. 8) He is gullible, not very bright, the ready dupe of charlatan and the demagogue.
Theory Y. The assumptions of Theory Yare described by
McGregor in the following words: 1. The expenditure of physical and mental effort in work is natural as play or rest. The average human being does not inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction or a source of punishment. 2. External control and the threat of punishment are not the only means for bringing about effort towards organisational objectives. Man will exercise self direction and self-control in the service of objectives to which he is committed.
3) Commitment to objectives is a function of the
reward associated with their achievement. The most significant of such awards, e.g. the satisfaction of ego and self-actualisation needs, can be direct product of effort directed towards organisational objectives. 4) The average human being learns under proper conditions not only to accept, but to seek responsibility. Avoidance of responsibility, lack of ambition, and. emphasis on security are generally consequences of experiences, not inherent human characteristics.
5. The capacity to exercise a relatively
high degree of imagination, ingenuity, and creativity in the solution of organisational problems is widely, not narrowly, distributed in the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilised.