McGregor -Theory X and Theory Y Essay

McGregor, an American psychologist, built upon earlier studies into the psychology of the workplace. From these studies he constructed a model of forethought attitudes, and from this model demonstrated that carriages, wittingly or unwittingly, strongly dictated the type and attitude of workers in their employ.McGregor firstly examined the work of Taylor. In the early 1900s the Classical and Scientific (Taylorian) schools of management, suggested that workers were to be given delegates in their simplest forms. Within such Taylorian disdaines, the role of management was to ensure that the simplest, most efficient, and fat working methods were used. Employees would open nothing to sum but their labour. It can be argued that the early advantage of Ford Motors was to a large part out-of-pocket to the implementation of this structure.The second element McGregor used was the much recently highly-developed gracious Relations School. Studies performed by students of the forgivin g Relations School, such as Mayo, found thatmany employees would produce higher levels of out lay, and be more certain of quality issues, if they are brought into the decision making that affected their jobs, rather than beingness just told what to do, and how to do it . There was a recognition by the Human Relations School that employees would consecrate needs over and above those of monetary needs. And if these needs were at least parti tout ensembley satisfied workers would become equal to contribute to the more efficient operation of the business organisation.McGregor and then put forward the idea that in the main, it was managers that created the two types of worker, and if this were so, managers had the ability to, over time, convince the psychology of their employees.He c everyed the two types of managers - system X and surmisal Y?The system X ManagerThe first of these management styles, is founded upon the assumption of the mediocrity of the batch. The Theory X typ e of manager makes several assumptions about his employees, (none of them good)? Workers moldiness be supervised, or quality and quantity of output will reduce? Workers only respect the type of boss that tells them what to do, and does so with complete potency? Money is the only motivator? Workers do not want to be involved in the decision making process? Workers wish to lodge faceless and unknown to management? Workers have little ambition, they wish to go forward one of the boys?The Theory Y ManagerThe Theory Y manager of course believes that the reverse is true. He starts with several positive assumptions about his employees.? Workers cannot be motivated by money alone, they seek more than financial gaiety from their jobs.? Workers are ambitious, willing to train, and contribute to improve their chances of promotion.? Workers will be more efficient if they are left to their own devices. Trust breeds responsibility.? Workers want to contribute to improving efficiency. They wa nt to be seen, noticed, rewarded and appreciated when they work well.?The wedge of Theory X and Theory Y managers on Businesses.If managers behave in the ways indicated above, there essentialiness be many company wide implications for all hierarchically structured businesses (i.e. all medium to large businesses).The main areas of impact will be in? The use of job enrichment and enlargement? authority? Delegation and methods of discourse? Hierarchical structureTo use a inverted comma from McGregorThe theoretical assumptions management hold about controlling its human resources, catch out the whole character of the enterprise.?Consequences of Theory Y ManagersThe above quote indicates that Theory Y managers are likely to create an open structure, with twain white-tie and informal paths of communication, and delegated powers. Workers will be given responsibilities, and a wider range of tasks.In the case of Theory Y managers, managers are facilitators. It is likely that manager s will consider a Democratic Style this is based on encouraging exponentiation in decision making. In the case of Theory Y managers the consequences for the immobile will be? Requirement for training? Use of cell working restructuring of production and service methods? Setting up of formal communication channels, with both vertical and lateral communication.? Promotion structures? Flexible working practices?Consequences of Theory X ManagersBut on the other hand, if managers are employed who believe that workers have little or no ambition, wish to be left alone, must not be involved in the wider business environment and must be supervised if they are to maintain quality and quantity of work, then a reverse set of consequences arise. In this case these Theory X managers are likely to be Autocratic managers who are objective and task setters, controlling and dictating operations.The consequences to the firm include? Strict control of formal methods of communication? Tasks must be designed so they are broken work through into their simplest units? Responsibilities must be clear and unambiguous? Supervisors must maintain quality.? advanced level of dependence on decision making of senior management?ConclusionsThe essence of this theory is that the managers will, over a period of time, dictate how workers behave. So if we have a Theory Y manager positioned in a business where workers have previously behaved within the Theory X pattern, it is kinda affirmable for the existing workers to be transformed from being uncooperative, de-motivated, and unconcerned with the success of the business to become contributors, motivated to improve quality, output and ambitious for individualized and company success. It also follows from this, that lack of motivation amongst workers and poor quality of output, is a management created problem. It is the role of management to create methods of production and management of Human Resources that will allow these resources to re alise their full potential.It is of course quite possible that some organisations might benefit from the Theory X manager, after all it is sometimes necessary to gain control, especially when previous management have let organisations become unwieldy or uncoordinated.It can therefore be seen that for most businesses especially those wishing to use the latest production and motivational methods, the Theory Y manager is appropriate. But there can be cases where a dose of Theory X is exactly what a business needs.