Theory X, Theory Y

surmisal X, hypothesis Y by Douglas McGr self-importancer is a motive hypothesis. Douglas McGregor is a social psychologist and applied two sets of assumptions to the systemal structure confabulateed Theory X and Theory Y. His theory is found on jitneyial views of human beings. In his book, The Human Side of Enterprise, he outlined a new role for managers. He stated that managers should economic aid subordinates in reaching their full potential, rather than commanding and imageling. Theory X is negative and Theory Y feces be stated as the opposite, positive. Douglas concluded that managers shaped their behavior towards realiseers based on every the X or Y views.Theory X presumes that average employees disfavor work, argon lazy, dislike responsibility, and must be coerced to perform. (text book citation pg 177) Theory X is center on an authoritarian management style. Rewards and punishments are assumed to be the headstone to employee productivity. Employees have littl e to offer in terms of organizational caper solving. Under Theory X employees need to be controlled and threatened to delineate them working. Employees work for money and security only. upheaval in to theory X, appraisals and promotions occur on a regular basis.This view is based on that employees merely pay their lower-level physical need and could non hope to be as productive. Theory Y supposes that employees like work, are creative, seek responsibility, and bum exercise liberty (text book citation pg 177). Theory Y is focused on a participative management style. The managers would concur suggestions from workers. These type of managers relate to Theory Y employees and hand over to share ideas on how the work should be carried out and how it should be improved. The manager values the workers opinion. This type of mavinership leads to high motivation.Theory Y assumes that there is an hazard to align own(prenominal) goals with organizational goals by using peoples own opposition for self fulfillment. Individuals go to work of their own accord, because work is the only manner in which they have a chance of satisfying their need for performance and self-respect. Effort in work is as natural as suspension and play. Employees under Theory Y are motivated by about(prenominal) different factors apart from money. The most important reward is satisfaction of their ego needs. What is the relevance of this national to the study of organizational behavior?The relevance of this topic to the study of organizational behavior is that every employee has some hierarchy of needs and alerting managers actions and views accordingly will lead to more motivated workers in an organization. Organizational behavior is the study of what people do in an organization and how their behavior affects the organizations performance. (text book citation. Pg 11) Organizational behavior kit and caboodle towards improving the organizations effectiveness and to establish an i mprovement and organizational change so that employees will be more productive and happy.In liberate those organizations will be more effective and efficient in achieving their goals through and through their employees. Theory X and Theory Y stated that employees can either be motivated by strict direction or allowed to work freely. Either one of these two theories would maximize an employees job motivation and would produce happy employees working towards the organizations goals. The effectiveness of organizations could be at least(prenominal) doubled if managers could discover how to tap into the unrealized potential present in their workforces. (book citation) What are the strengths and weaknesses of the theory or idea? There are some(prenominal) strengths and weaknesses in Douglas McGregors, Theory X and Theory Y. Some of the strengths of Theory X and Theory Y are that it exposes the endless possibilities for creating opportunities for people to obtain personal satisfaction, knowledge, achievement, challenge, prestige, and other rewards through work. This theory offers opportunities for human resource development matter in team-building sessions and management development.Douglass theory also offers those in supervisory positions a chance to gain some self-knowledge thus acquiring some insight in their managerial skills. Theory X and Y call for managers to examine their assumptions about human nature and see how these models lead to managerial practices. These assumptions will be reflected in management attitudes toward employees, the kind and amount of amour they allow, and the outcomes they expect. The strength of McGregors theory is its significance. When McGregor formulated his theory, companies competed on their ability to chain reactor produce goods.Today, however, paying attention to the human aspect is a want if any organization. Without a powerfully motivated, highly skilled, self-reliant human resource, organizations do not stand a chance to survive, much less compete. McGregors theory provides the solution to problems related to the human aspect of an organization. Some of the weaknesses in McGregors Theory X and Theory Y theory are that there is only so much money that can be offered as motivation and only so much control that can be applied. People change and so do motivators. McGregor states that a comfortable need no longer motivates.This theory has no evidence to maintenance Theory X or Theory Y. Theres no validity in the assumption that managers who modify their actions or behaviors will lead to more motivated workers (textbook citation p177). It is part of the managers job to exercise control and influence, and there are situations in which this is the only method of achieving the desired results because subordinates do not agree that the ends are desirable. What does the research say about the theory? Has it been supported by research? Cite the relevant research, and explain what it shows.Studies in relati on to the application and observations of McGregors Theory X and Y views of managerial behavior and employee outcomes have been conducted and have shed some additional high spirits on this topic. McGregors research has also been questioned for its practicality and usefulness. For instance, in Kopelman, Prottas, and Davis journal in the Journal of Managerial Issues (2008 (2) 255-271) they state that the paucity of substantial research on the effects of Theory Y managerial assumptions/attitudes may be attributed to the absence seizure of a construct valid measure that is freely available to researchers.How can McGregors theory be tested if the focal construct has basically gone unmeasured? (p. 2697) McGregors theorizing about the effects of managerial assumptions has not been rigorously examined. (p. 269) . A construct-valid measure of the central concept was developed, as a critical first step in assessing the substantive validity of McGregors theorizing. During this research, a v ision was given to undergraduate and graduate students in business. The survey consisted of four principal section s measuring Theory X and Theory Y attitudes and behaviors, faith in people, fast food opinions, and items relating to vacant time activities.The reasoning behind the survey was that Theory X/Y attitudes and assumptions would be closely related to Theory X/Y behaviors and that Theory X/Y attitudes and behaviors would be positively but distally related to generalized faith in people. The end results of the survey concluded that in order to construct validity of a measure should precede substantive research. Summarizing the research done by Kopelman, Prottas and Davis it was stated that theory Y attitudes, much(prenominal) as participative leadership should not be viewed as proxies for measuring managerial attitudes.Theory Y pertains to an individual difference variable reflecting assumptions about people at work-it is not a specific set of recommended management practic es. (p. 267) In Kermallys Book (p. 39) it states that State you cannot and should not apply one set of assumptions to checker all situations. Again, the focus should be on individual differences and needs. There are groups of workers who would like to be directed and who are not keen on taking responsibility. Such workers would perform better under autocratic managers. According to the Harvard vexation Review (p. 8) we need further investigation of what personality characteristics fit various tasks and organizations. The theory of motivation and organization will have to take account of the contingent relationship between task, organization, and people. Kermally, S. (2005). CHAPTER FIVE Douglas McGregor (1906-1964). (pp. 35-41). Thorogood Publishing Ltd. Retrieved from Business starting time Complete database. Morse, J. , Lorsch, J. (1970). Beyond Theory Y. Harvard Business Review, 48(3), 61. Retrieved from Business Source Complete database.