douglas mcgregor – theory x y Douglas McGregor’s XY Theory, managing an X Theory boss, and William Ouchi’s Theory 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 organizational development, and to improving organizational 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’s tyle) 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 unambitious, and wants security above all else. theory y (‘participative management’s tyle) Effort in work is as natural as work and play.
The Research paper on Social Theory at Work
For the two hour exam, you will be expected to answer two questions from a choice of four. While the question choices will be on specific topics, you will be expected to demonstrate a critical appreciation of social theory at work, as outlined in the Intended Learning Outcomes. No books or notes will be allowed into the examination, this includes dictionaries. Core Readings This list comprises the ...
People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised.
free theory xy diagram free xy theory test – personal and organizational characteristics of the x theory manager What are the characteristics of a Theory X manager? Typically some, most or all of these: results-driven and deadline-driven, to the exclusion of everything else intolerant issues deadlines and ultimatums distant and detached aloof and arrogant elitist short temper shouts issues instructions, directions, edicts issues threats to make people follow instructions demands, never asks does not participate does not team-build unconcerned about staff welfare, or morale proud, sometimes to the point of self-destruction one-way communicator poor listener fundamentally insecure and possibly neurotic anti-social vengeful and recriminatory does not thank or praise withholds rewards, and suppresses pay and remunerations levels scrutinizes expenditure to the point of false economy seeks culprits for failures or shortfalls seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence does not invite or welcome suggestions takes criticism badly and likely to retaliate if from below or peer group poor at proper delegating – but believes they delegate well thinks giving orders is delegating holds on to responsibility but shifts accountability to subordinates relatively unconcerned with investing in anything to gain future improvements unhappy how you can manage upwards your X theory boss: Working for an X theory boss isn’t easy – some extreme X theory managers make extremely unpleasant managers, but there are ways of managing these people upwards. Avoiding confrontation (unless you are genuinely being bullied, which is a different matter) and delivering results are the key tactics. Theory X managers (or indeed theory Y managers displaying theory X behaviour) are primarily results oriented – so orientate your your own discussions and dealings with them around results – ie what you can deliver and when. Theory X managers are facts and figures oriented – so cut out the incidentals, be able to measure and substantiate anything you say and do for them, especially reporting on results and activities. Theory X managers generally don’t understand or have an interest in the human issues, so don’t try to appeal to their sense of humanity or morality. Set your own objectives to meet their organisational aims and agree these with the managers; be seen to be self-starting, self-motivating, self-disciplined and well-organised – the more the X theory manager sees you are managing yourself and producing results, the less they ” ll feel the need to do it for you.
The Term Paper on MANAGERS’ ATTITUDES TOWARDS PEOPLE
The way in which managers approach the performance of their jobs and the behaviour they display towards subordinate staff is likely to be conditioned by predispositions about people, and human nature and work. Drawing on Maslow’s hierarchy of needs model (which is discussed in Chapter 12), McGregor put forward two suppositions about human nature and behaviour at work. He argues that the style of ...
Always deliver your commitments and promises. If you are given an unrealistic task and / or deadline state the reasons why it’s not realistic, but be very sure of your ground, don’t be negative; be constructive as to how the overall aim can be achieved in a way that you know you can deliver. Stand up for yourself, but constructively – avoid confrontation. Never threaten or go over their heads if you are dissatisfied or you ” ll be in big trouble afterwards and life will be a lot more difficult. If an X theory boss tells you how to do things in ways that are not comfortable or right for you, then don’t questioning the process, simply confirm the end-result that is required, and check that it’s okay to ‘streamline the process’ or ‘get things done more efficiently’ if the chance arises – they ” ll normally agree to this, which effectively gives you control over the ‘how’, provided you deliver the ‘what’ and ‘when’. And this is really the essence of managing upwards X theory managers – focus and get agreement on the results and deadlines – if you consistently deliver, you ” ll increasingly be given more leeway on how you go about the tasks, which amounts to more freedom.
The Essay on Systems Theory Environment Organisations Population
Various theories in management take the view that organisations are in a constant struggle with the environment. This essay will examine three theories in seeking to determine whether this widely held view is demonstrated in these theories. It will examine population ecology theory, systems theory, and contingency theory, firstly defining what each is and then second relating the various theories ...
Be aware also that many X theory managers are forced to be X theory by the short-term demands of the organisation and their own superiors – an X theory manager is usually someone with their own problems, so try not to give them any more. See also the article about building self-confidence, and assertiveness techniques. theory z – william ouchiFirst things first – Theory Z is not a Mcgregor idea and as such is not Mcgregor’s extension of his XY theory. Theory Z was developed by not by Mcgregor, but by William Ouchi, in his book 1981 ‘Theory Z: How American management can Meet the Japanese Challenge’. William Ouchi is professor of management at UCLA, Los Angeles, and a board member of several large US organisations. Theory Z is often referred to as the ‘Japanese’ management style, which is essentially what it is.
It’s interesting that Ouchi chose to name his model ‘Theory Z’, which apart from anything else tends to give the impression that it’s a Mcgregor idea. One wonders if the idea was not considered strong enough to stand alone with a completely new name… Nevertheless, Theory Z essentially advocates a combination of all that’s best about theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organisation. Theory Z also places more reliance on the attitude and responsibilities of the workers, whereas Mcgregor’s XY theory is mainly focused on management and motivation from the manager’s and organisation’s perspective. There is no doubt that Ouchi’s Theory Z model offers excellent ideas, albeit it lacking the simple elegance of Mcgregor’s model, which let’s face it, thousands of organisations and managers around the world have still yet to embrace. For this reason, Theory Z may for some be like trying to manage the kitchen at the Ritz before mastering the ability to cook a decent fried breakfast.
If you ” re interested in Mcgregor’s X-Y Theory, you can view and download a free McGregor XY Theory Test, which indicates whether your organisation is more theory-X or theory-Y, as well as indicating the individual’s preference to be managed by X or Y style, and a free XY Theory diagram, ideal for training, presentations and project work, at the business balls free online resources section. See also: Maslow’s Hierarchy of Needs Charles Handy Adams’ Equity TheoryMcClelland’s Motivational Theory Teambuilding and motivational activities, for example the Hellespont Swim case study and exercise and the many free diagrams and other resources on the main site, if you are not already there.
The Term Paper on Organisational Culture Organisation Management Business
Do you think that the concept! ^0 organisational culture! +/- is a useful one in the real world? If so, why? If not, why not? ABSTRACT The concept of culture is in itself a social concept. Therefore it follows that the concept of organisational culture should be viewed as the social context of an organisation and is an interpretation of the way the organisation behaves. However, according to Iain ...
