Douglas
McGregor, an American social psychologist, proposed his famous X-Y theory in
his 1960 book 'The Human Side of Enterprise'. Theory x and theory y are still
referred to commonly in the field of management and motivation, and whilst more
recent studies have questioned the rigidity of the model, McGregor’s X-Y Theory
remains a valid basic principle from which to develop positive management style
and techniques. McGregor's XY Theory remains central to organisational
development, and to improving organisational culture. McGregor's X-Y theory is
a salutary and simple reminder of the natural rules for managing people, which
under the pressure of day-to-day business are all too easily forgotten.
McGregor
maintained that there are two fundamental approaches to managing people. Many
managers tend towards theory x, and generally get poor results. Enlightened
managers use theory y, which produces better performance and results, and
allows people to grow and develop. Theory x ('authoritarian management' style)
The average
person dislikes work and will avoid it he/she can.
Therefore most
people must be forced with the threat of punishment to work towards organisational
objectives.
The average
person prefers to be directed; to avoid responsibility; is relatively
un-ambitious, and wants security above all else. Characteristics of the X
Theory Manager
o Results-driven and deadline-driven, to the exclusion of everything
else
o Intolerant
o Issues deadlines and ultimatums
o Distant and detached
o Aloof and arrogant
o Elitist
o Short temper
o Shouts
o Issues instructions, directions, edicts
o Issues threats to make people follow instructions
o Demands, never asks
o Does not participate
o Does not team-build
o Unconcerned about staff welfare, or morale
o Proud, sometimes to the point of self-destruction
o One-way communicator
o Poor listener
o Fundamentally insecure and possibly neurotic
o Anti-social
o Vengeful and recriminatory
o Does not thank or praise
o Withholds rewards, and suppresses pay and remunerations levels
o Scrutinises expenditure to the point of false economy
o Seeks culprits for failures or shortfalls
o Seeks to apportion blame instead of focusing on learning from the
experience and preventing recurrence
o Does not invite or welcome suggestions
o Takes criticism badly and likely to retaliate if from below or
peer group
o Poor at proper delegating - but believes to be good at delegating
o Thinks giving orders is delegating
o Holds on to responsibility but shifts accountability to
subordinates
o Relatively unconcerned with investing in anything to gain future
improvements
Theory
‘y‘('participative management' style)
o Effort in work is as natural as work and play.
o People will apply self-control and self-direction in the pursuit
of organisational objectives, without external control or the threat of
punishment.
o Commitment to objectives is a function of rewards associated with
their achievement.
o People usually accept and often seek responsibility.
o The capacity to use a high degree of imagination, ingenuity and
creativity in solving organisational problems is widely, not narrowly,
distributed in the population.
o In industry the intellectual potential of the average person is
only partly utilised.
