THEORY X and Y

NELLY L. LUMANAO
 Theory X and Y
Douglas McGregor

 Theories of human motivation

 Douglas McGregor wrote the book “The human side of enterprise” in 1960.
 He examined individuals behaviour at work.
 From this he formulated two models of management based on Hierarchy into lower-order
needs (Theory X) and the higher order needs (Theory Y).
 These theories are based on human behaviour at work and organizational life in
management.
 It includes dual aspect of human being.
 He suggested that management could use either set of needs to motivate.
Understanding the theories
Our management style is strongly influenced by our beliefs
and assumptions about what motivates members of your
team: If you believe that team members dislike work, you will
have an authoritarian style of management. On the other hand,
if you assume that employees take pride in doing a good job, you
will tend to adopt a more participation style .
 THEORY X

Managers believe that their employees are basically lazy,

need constant supervision and direction, and are indifferent
to organizational needs.
Management must actively intervene to get things done.
Workers need constantly watch and instructed what to do.
 CHARACTERISTICS
– Intolerant
– Distant & detached
– Aloof & arrogant
– Short temper
– Issues instructions, directions,
edicts
– Issues threats to make people
follow instructions
– Demands, never asks
– Does not participate
– Does not team build
– Unconcerned about staff welfare,
or morale
– Proud, sometimes to the point of
self distraction
– One way communicator
– Poor listener
 THEORY Y
Managers believed that their workers enjoy their work, are
self-motivated, and are willing to work hard to meet personal
and organizational goals.
It emphasizes that staff are self-disciplined and would like
to do the job themselves.
 CHARACTERISTICS

––Take
Takeresponsibility
responsibilityand
andare
aremotivated
motivatedtotofulfill
fulfillthe
thegoals
goalsthey
theyare
aregiven.
given.
––Consider
Considerwork
workasasaanatural
naturalpart
partofof life
lifeand
andsolve
solvework
workproblems
problems
imaginatively.
imaginatively.Assumes
Assumesthat
thatpeople
peopleseekseekfulfillment
fulfillmentthrough
throughwork
workand
andcare
care
willing
willingtotowork
workhard
hard
––In
InY-type
Y-typeorganizations
organizationspeople
peopleatatlower
lowerlevels
levelsofof the
theorganization
organizationare
are
involved
involvedinindecision
decisionmaking.
making.

Self
Self motivated,
motivated,responsible,
responsible,always
alwaysparticipate,
participate,gives
givesreward
rewardand
and
feedback,
feedback,promotion,
promotion,power
powertotoimplement
implementdecisions,
decisions,active,
active,good
goodlistener,
listener,
happy,
happy,concerned
concernedabout
aboutstaff
staff welfare.
welfare.
 COMPARISON
Theory X (0%) Theory Y (100%)
ATTITUDE People dislike work, find it People need to work and want to take
boring, and will avoid it if they can. an interest in it. Under right conditions,
they can enjoy it.
DIRECTION People must be forced or bribed People will direct themselves towards a
to make the right effort. target that they can accept

RESPONSIBILITY People would rather be directed
than accept responsibility, which
they avoid.
MOTIVATION People are motivated mainly by
money and fears about their job
security.
CREATIVITY Most people have little creativity
except when it comes to getting
round roles.
People will seek and accept
responsibility, under the right conditions.
Under the right conditions, people are
motivated by the desire to realized their
own potential.
Creativity and ingenuity are widely
distributed and grossly underused.
APPLICATION

THEORY X management style is widely accepted as inferior to others, it has

its place in large scale production operation and unskilled production line work.

THEORY Y management style is suited to knowledge work and professional

services; even highly structure knowledge work, such as call center operations,
can benefits from. Theory Y principles to encourage knowledge sharing and
continuous improvement.
 Application of Hierarchy of Needs
to Management and Workplace
Theory X Theory Y

– Ineffective management – Effective management

– Once need is meet, it no longer – Motivational emphasis shifts to
motivates behavior: Therefore only social, ego and self-actualization since
unfulfilled needs are motivational. most employees have physical and
safety needs met.
 CONCLUSION
• Understanding your assumptions about employees motivation can
help you learn to manage more effectively.

THANK YOU FOR LISTENING!!!