FPT UNIVERSITY- CAMPUS CAN THO

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INDIVIDUAL ASSIGNMENT [MGT103]

TOPIC:………………….

Student name : Trần Khánh Linh

Code: CS161033

Class:BI1603

Phone:0945412241

Email: linhtkcs161033@fpt.edu.vn

I.Introduction2
II.Definition of Theory X and Theory Y2
1.Theory X2
2.Theory Y2
III.The difference between Theory X and Theory Y3
IV. Realistic personal experience 3
V.Conclude4
VI.Reference list5
I.Introduction
Douglas McGregor (1906 - 1964) McGregor was a student of Abraham Maslow. He
contributed extensively to the development of management and motivational theory, and is best
known for Theory X and Theory Y as presented in his book 'The Human Side of Business'
(1960). ), proposes managers' personal assumptions about human nature and behavior that
determine how individuals manage their employees. He devoted his life to the study of human
behavior in organizations and proposed two opposing hypothetical systems about the nature and
management of people, namely Theory X and Theory Y.

II. Definition of Theory X and Theory Y

1. Theory X :

Theory X is a modern theory of human resource management (OB). Is a machine theory and a
negative bias about people and human behavior. It assumes that people by nature do not like to
work and avoids when possible. It is necessary to reward them if they want to work and punish
them when they do. do not work. People like to be controlled, if they are controlled, they work
well (Douglas McGregor 2016).
Theory X managers tend to behave in a negative and extreme way. When something goes
wrong, the first thing they do is to blame or blame someone. It considers the pessimistic behavior
of an ordinary person, who is less ambitious and inherently lazy. Authoritarian management style
is adopted by the management, where managers closely monitor and supervise each employee.
On the basis of the above assumptions, it is concluded that management is responsible for
organizing resources, for the company, for the purpose of achieving economic benefits.
2. Theory Y:
Theory Y is a theory of human resource management (OB) developed by Douglas McGregor
(MIT's Sloan School of Management). A dynamic and positive theory of people and human
behavior. Given that people are naturally fond of work and don't run away when possible. People
who work in teams like to be self-directed and self-directed. Human talent is always hidden, the
important thing is to know how to arouse it. There's no need to reward them if they want to
work, and don't appreciate punishing them when they don't work (Douglas McGregor 2016).
This theory assumes that people are always aspirational, self-motivated, capable of taking on
greater obligations, capable of self-control, autonomous and believe that people like to perform
tasks independently voluntarily.
Managers according to this theory believe that if given opportunities, employees will be
extremely creative and progress in their work. If workers are given the freedom to express
themselves to the best of their ability without being bound by strict guidelines and rules, they
will be able to significantly increase their productivity. Get employees excited about the work
they love, they will make great contributions. Therefore, managers do their best to free workers
from the barriers that prevent them from realizing their potential. The vast majority of people
welcome this Theory Y by Douglas McGregor and expect managers to improve working
conditions in this direction.
 III. The difference between Theory X and Theory Y
These two hypothetical systems have a fundamental difference in how to view and manage
people. Theory X is put forward by McGregor, which makes a series of assumptions, that an
average worker is motivated to satisfy his or her own needs and does not contribute to the
realization of organizational goals. are forced and threatened when assigning tasks, need to be
monitored at every step, have no motivation or ambition, and therefore need to be manipulated
by rewards to achieve goals. The Theory X approach tends to have multiple levels of
management and supervisors to supervise and direct workers. Authority is rarely decentralized,
and control remains firmly centralized. Managers are more authoritarian and actively intervene
to get things done.
In contrast, Theory Y is a more optimistic, dynamic and humanistic theory about the nature and
behavior of workers. Theory Y promotes democracy, advocates the use of "self-control
measures", creates suitable conditions for members of the organization to achieve their own
goals in the best way. organization is also achieved. Participate more in decision-making, self-
motivate to complete tasks, enjoy owning your own work, seek and accept responsibility, and
need a little direction, view work as done and challenging, creative and imaginative problem
solving.
The basic difference between these two is to treat employees like children and treat employees
like adults. These are two distinct sets of managers' assumptions, describing two models of
human motivation, adopted by managers.
IV. Realistic personal experience
I am an FPT student. As everyone knows, FPT always teaches their students teamwork skills,
so when I was only in my freshman year of university, even though I was only learning basic
English, I was able to work in groups a lot. We are usually divided into a group of about 6
students, there will be 1 person as the leader and the manager assigns tasks to the members, then
the leader of my group is a Theory X (Douglas McGregor 2016) ) . This team leader of mine is
quite difficult and strict which makes all team members uncomfortable and will often work as a
team in a very tense atmosphere where we rarely exploit the resources. good idea and as
effective as other groups. You also know that the university environment is a free and creative
environment that must have a very comfortable feeling before we can work. This leader thinks
that the members want to avoid work, but does not think that because the management is too
rigid, others are no longer inspired to work as a team.After the members discussed with each
other and asked the teacher, the teacher gave a suggestion that a new group leader would be
more suitable because if the group continued like this, the group would not be able to develop
and build good lessons. And another friend has become the leader, this person is a follower of
Theory Y (Douglas McGregor 2016) this leader always creates a comfortable atmosphere when
working together and especially respects the opinions of group members. When the group has
deadlines, the leader always buys food and milk tea to encourage the group to do better. And of
course we later became the group with the highest presentation in the class and was also praised
by her for having many good creative ideas.
 V. Conclude
Although in theory X we see a lot of disadvantages and limitations, we cannot conclude that
theory X is completely wrong. The shortcomings of Theory X stemmed from the reality of the
time—that the understanding of management was still in the process of being matured. Thus,
recognizing the shortcomings of Theory X is a precursor to more advanced management
theories. Since its appearance up to now, theory X has remained meaningful and applied,
especially in the manufacturing and service industries. Theory X helps managers to re-examine
themselves to adjust their behavior accordingly and it also becomes a classic human management
theory that cannot be ignored to teach in economic blocks.
On the contrary, we see that in Theory Y, there are many positives that are default in Theory
Y, there are also limitations that follow the Theory Y can lead to looseness in management or
organizational level. not suitable to apply this doctrine. Therefore, theory Y can only be
promoted well in organizations with a high level of development and creativity requirements
such as large economic groups like Microsoft; Unilever; P & G… And like theory X, theory Y
is also considered a classic theory in human resource management. Through learning and
studying two Theory X and Theory Y, I have a better understanding of how to manage human
resources. Although both theories have their default flaws, each is valid and helps managers
achieve the best results.
 VI. Reference list
1. https://www.toolshero.com/toolsheroes/douglas-mcgregor/
2. https://vietnambiz.vn/thuyet-x-va-thuyet-y-cua-douglas-mc-gregor-la-gi-su-
khac-nhau-co-ban-giua-hai-thuyet-2019092310481192.htm
3. https://vietnambiz.vn/thuyet-x-va-thuyet-y-cua-douglas-mc-gregor-la-gi-su-
khac-nhau-co-ban-giua-hai-thuyet-2019092310481192.htm
4. Fundamentals of Management (Ricky W.Griffin)