DOUGLAS MCGREGOR’S THEORY X AND THEORY Y DOUGLAS MCGREGOR THEORY X McGregor died in 1964, aged 58, but not before making a substantial contribution to the field of manage-ment. McGregor came from a social psychology background and brought his training in this area to the field of management.
Theory X and Theory Y framework proposed by McGregor in his classic book The Human Side of Enterprise (1960) consists of two alternative set of assumptions. Theory X percieves employees to be lazy, irresponsible and untrustworthy, while according to theory Y employees are approached as one of the most valuable assets of the company. According to Theory X assumptions employees do not like their work, they lack ambition and responsibility and employees prefer to be led rather than leading others. Theory X assumes average human being to dislike the work and avoid it whenever possible.
The following statements relate to Theory X assumptions: • Most people must be controlled and threatened so that they can produce an adequate level of output • Responsibility is avoided by an average human who desires security above all • An average human being has a little ambition and has to be closely supervised at all times Theory Y set of assumptions, on the other hand, is based upon the idea that employees are generally enthusiastic about their work, they are creative and self-directive, and also employees readily accept responsibility.
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'What are your assumptions (implicit as well as explicit) about the most effective way to manage people?' So began Douglas McGregor in this 1960 management classic.
It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work 'What are your assumptions (implicit as well as explicit) about the most effective way to manage people?'
So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
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In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models.
Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century. I recently finished reading the classic The Human Side of Enterprise by Douglas McGregor. Below are selected excerpts from the book that I found particularly insightful: 1- 'It seems clear to me that the making of managers, in so far as they are made, is only to a rather small degree the result of management's formal efforts in management development.
It is to a much greater degree the result of management's conception of the nature of its task and of all the policies and practices which are cons I recently finished reading the classic The Human Side of Enterprise by Douglas McGregor. Below are selected excerpts from the book that I found particularly insightful: 1- 'It seems clear to me that the making of managers, in so far as they are made, is only to a rather small degree the result of management's formal efforts in management development.