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 centering attitudes, and from this model demonstrated that managers, wittingly or unwittingly, strongly dictated the typesetters case 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 focusing, suggested that workers were to be given tasks in their simplest forms. Within such Taylorian businesses, the graphic symbol of management was to ensure that the simplest, most efficient, and productive working methods were used. Employees would throw away nothing to contribute but their labour. It can be argued that the early advantage of Ford Motors was to a large part due to the implementation of this structure.The sulphur element McGregor used was the more than recently developed Human dealing drill. Studies performed by students o f the Human Relations School, such as Mayo, found that many another(prenominal) employees would produce higher levels of output, and be more aw ar of quality issues, if they argon brought into the finis making that affected their jobs, rather than being just told what to do, and how to do it . There was a recognition by the Human Relations School that employees would make needs over and above those of financial needs. And if these needs were at least partially satisfied workers would conk out able to contribute to the more efficient operation of the business organisation.McGregor then put forward the mind 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, change the psychology of their employees.He called the two types of managers - speculation X and speculation Y?The guess X charabancThe first of these management styles, is founded upon the assumption of the mediocrity of the masses. The Theory X type of manager makes several assumptions about his employees, (none of them good)? Workers must be superintend, or quality and quantity of output testament fall? Workers but attentiveness the type of boss that tells them what to do, and does so with complete authority? Money is the only motivator? Workers do not motive to be involved in the decision making process? Workers wish to remain faceless and isolated to management? Workers have little ambition, they wish to remain one of the boys?The Theory Y ManagerThe Theory Y manager of course believes that the end is true. He starts with several positive assumptions about his employees.? Workers cannot be motivated by money alone, they seek more than financial satisfaction from their jobs.? Workers be ambitious, unforced 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 want to be seen, noticed, rewarded and appreciated when they work well.?The impact of Theory X and Theory Y managers on Businesses.If managers behave in the ways indicated above, there must be many company wide implications for all hierarchically integrated businesses (i.e. all medium to large businesses).The main areas of impact will be in? The use of job enrichment and enlargement? Empowerment? Delegation and methods of colloquy? Hierarchical structureTo use a quote from McGregorThe theoretical assumptions management hold about controlling its human resources, determine the whole reference point of the enterprise.?Consequences of Theory Y ManagersThe above quote indicates that Theory Y managers are likely to create an open structure, with both formal 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 managers will adopt a pop Style this is based on encouraging participation in decision making. In the case of Theory Y managers the consequences for the inviolable will be? Requirement for training? Use of cell working restructuring of production and armed service methods? Setting up of formal communication channels, with both vertical and side(prenominal) 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 wrick 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 down into their simplest units? Responsibilities must be clear and unambiguous? Supervisors must maintain quality.? High level of dependency on decision making of senior management?ConclusionsThe essence of this conjecture 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 quite possible for the existent workers to be transformed from being uncooperative, de-motivated, and unconcerned with the success of the business to croak contributors, motivated to improve quality, output and ambitious for personal and company success. It as well 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 deed over these resources to realise their full potential.It is of course quite possible that some organisations efficiency benefit from the Theory X manager, after all it is sometimes essential to gain control, in particular 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 drug of Theory X is exactly what a business needs.