MCGREGOR’S THEORY X AND THEORY Y

• MCGREGOR’S THEORY X AND THEORY Y
  THEORIES OF MOTIVATION

·         ORGANIZATION BEHAVIOUR/MPOB

• MCGREGOR’S THEORY X AND THEORY Y

1.     THEORY X AND THEORY Y BASED ON TWO DISTINCT VIEWS OF HUMAN BEINGS

2.     THEORY X DEALS WITH ONE EXTREME BASED ON ONE SET OF ASSUMPTIONS  AND BASED ON TRADITIONAL APPROACH TPOBEHAVIOUR

3.     THEORY Y DEALS WITH ANOTHER EXTREME BASED ON ANOTHER ASSUMPTION

4.     NOT BASED ON ANY RESEARCH

5.     INTUITIVE DEDUCTIONS

• THEORY X

• ASSUMPTIONS :

1.     THE AVERAGE HUMAN BEING INHERENTLY DISLIKE WORK AND WILL TRY TO AVOID IT WHENEVER POSSIBLE

2.     AS THE EMPLOYEES ARE LAZY,THEY MUST BE CONTROLLED,COERCED,THREATENED WITH PUNISHMENT TO ACHIEVE GOALS TO WHICH THEY ARE DIFFERENT

3.     AVERAGE EMPLOYEES WILL TRY TO AVOID RESPONSIBILITY AND SEEK FORMAL DIRECTIONS WHENEVER POSSIBLE BECAUSE THEY HAVE RELATIVELY LITTLE AMBITION

4.     MOST WORKERS PLACE SECURITY ABOVE ALL OTHER FACTORS ASSOCIATED WITH WORK

• MOTIVATIONAL ASPECTS OF THEORY X

1.     THEORY X ASSUMES THAT PEOPLE ARE RELATIVELY SELF CENTRED,INDIFFERENT TO ORGANIZATIONAL NEEDS AND GOALS AND RESISTANT TO CHANGE.

2.     MANAGERS HAVE TO MOTIVATE THEIR SUBORDINATES THROUGH NEGATIVE MOTIVATIONAL TECHNIQUES LIKE COERCION,PUNISHMENT,THREATENING AND CONTROLLING.

3.     MANAGERS WHO ADVOCATE THESE VIEW FEEL THAT EXTREME CONTROLS ARE VERY IMPORTANT TO DEAL WITH IRRESPONSIBLE AND IMMATURE EMPLOYEES. AUTOCRATIC STYLE OF LEADERSHIP

4.     THEORY X ASSUMPTIONS ARE APPLICABLE IN GOVERNMENT AND PUBLIC SECTORS WHERE PEOPLE ARE NOT BASICALLY TRUSTED

5.     THESE ASSUMPTIONS ARE NOT APPLICABLE IN PRIVATE SECTORS WHERE FREEDOM,AUTONOMY AND VOLUNTARISM ARE MOSTLY TRUSTED

• THEORY Y

´  MORE POSITIVE,HUMAN AND SUPPORTIVE APPROACH TO MANAGING PEOPLE

1.     PEOPLE VIEW WORK AS BEING AS NATURAL AS REST OR PLAY

2.     PEOPLE WILL EXERCISE SELF DIRECTION AND SELF CONTROL,IF THEY ARE COMMITTED TO THE ORGANIZATIONAL OBJECTIVES

3.     THE AVERAGE PERSON CAN LEARN TO ACCEPT OR SEEK RESPONSIBILITY

4.     COMMITMENT TO OBJECTIVE IS  FUNCTION OF THE REWARD ASSOCIATED WITH THEIR ACHIEVEMENT

5.     PEOPLE HAVE POTENTIAL UNDER PROPER CONDITIONS THEY LEARN TO ACCEPT AND SEEK RESPONSIBILITY. THEY HAVE IMAGINATION,INGENUITY AND CREATIVITY THAT CAN BE APPLIED TO WORK

´  MOTIVATIONAL ASPECTS OF THEORY Y

1.     ASSUMED A NEW APPROACH IN MANAGEMENT

2.     EMPHASIS ON COOPERATION BETWEEN MANAGEMENT AND EMPLOYEES

3.     MOTIVATE THE MANAGERS TO DEVELOP EMPLOYEE POTENTIAL AND HELP THEM RELEASE THAT POTENTIAL TOWARDS THEIR ORGANIZATIONAL OBJECTIVES

4.     INDIVIDUAL AND ORGANIZATIONAL GOALS DO NOT CONFLICT WITH EACH OTHER

5.     PLACES GREATER EMPHASIS ON SATISFACTION OF  HIGH LEVEL NEEDS OF THE EMPLOYEES

6.     MCGREGOR HIMSELF HOLDS THAT ASSUMPTIONS OF THEORY Y ARE MORE VALID THAN THEORY X

7.     MOSTLY BELIEVED BY THE PRIVATE SECTOR ORGANIZATION

8.     DELEGATION OF AUTHORITY,JOB ENLARGEMENT,JOB ENRICHMENT,MBO ,EMPOWERMENT ARE GREAT MOTIVATORS TECHNIQUES