THEORY X and THEORY Y – McGregor
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THEORY X |
THEORY Y |
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People by nature generally:
1. Do not like to exert themselves and try to work as little as
possible
2. Avoid responsibility
3. Are not interested in achievement and outputs
4. Are incapable of directing their own behavior
5. Are indifferent to organizational needs
6. Prefer to be directed by others.
7. A void making decisions whenever possible
8. Cannot be trusted or depended on
9. Need to be supervised and controlled
10. Are motivated at work by money and other gains given them
11. When they mature-do not change |
People by nature genera11y:
1. Work hard toward objectives to which they are committed
2. Assume responsibility within these commitments
3. Desire to achieve and attain outputs
4. Are capable of directing their own behavior
5. Want their organization to succeed
6. Are not passive and submissive and prefer making the decisions
about their own work
7. Will make decisions within their commitments
8. If trusted and depended on, do not disappoint
9. Need support and help
10. Are motivated at work by interesting and challenging tasks
11. Are able to change and develop |
Underlying Assumptions
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1 Work is inherently distasteful to most people.
2. Most people are not ambitious, have little desire for
responsibility, and prefer to be directed.
3. Most people have little capacity for creativity in solving
organizational problems.
4 Motivation occurs only at the physiological and safety levels.
5. Most people must be closely controlled and often coerced to
achieve organizational objectives. |
1 .Work is as natural as play, if the conditions are favorable.
2. Self-control is often indispensable in achieving
organizational goals.
3. The capacity for creativity in solving organizational problems
is widely distributed in the population.
4. Motivation occurs at the social, esteem, and
self-actualization levels, as well as at the physiological and
security levels
5. People can be self-directed and creative at work if properly
motivated |
Douglas
McGregor - Theory X and Y - an introduction
Two Different Value Systems as Seen by Chris Argyris
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Bureaucratic/ Pyramidal
Value System
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Humanistic/ Democratic
Value System |
| 1. Important human
relationships - the crucial ones-are those related to achieving the
organization's objectives. i.e., getting the job done.
2. Effectiveness in human relationships increases as behavior
becomes more rational, logical, and clearly communicated; but
effectiveness decreases as behavior becomes more emotional.
3. Human relationships are most effectively motivated by
carefully defined direction, authority, and control, as well as
appropriate rewards and penalties that emphasize rational behavior
and achievement of the objective. |
1 . The important human relationships are not only those related
to achieving the organization's objectives but those related to
maintaining the organization's internal system and adapting to the
environment as well.
2. Human relationships increase in effectiveness as all the
relevant behavior (rational and interpersonal) becomes conscious,
discussible, and controllable.
3. In addition to direction, controls. and rewards and penalties,
human relationships are most effectively influenced through
authentic relationships, internal commitment, psychological success,
and the process of confirmation. |
Continuum
Immaturity
- Passive
- Dependence
- Behave in a few ways
- Erratic shallow interests
- Short time perspective
- Subordinate position
- Lack of awareness of self
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 |
Maturity
- Active
- Independence
- Capable of behaving in many ways
- Deeper and stronger interests
- Long time perspective
(past and future)
Equal or superordinate position
Awareness and control over self
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MOTIVATION AND HYGIENE FACTORS - Herzberg
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MOTIVATORS |
HYGIENE FACTORS |
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The Job Itself |
Environment |
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Achievement
Recognition for accomplishment
Challenging work
Increased responsibility
Growth and development
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Policies and administration
Supervision
Working conditions
Interpersonal relations
Money, status, security |
Maslow – Hierarchy of Needs
- Self-actualization
- Esteem
- Social
- Safety
- Physiological
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