MOTIVATION

o What is Motivation –
‘Motivation’ can be expressed as internal process that activate, guide and maintain our
behavior in the given time.

o Factors that affect “Motivation” are

1. Instincts :- We are born with certain inbuilt pattern of behavior depending on our innate
urges and tendencies

2. Driving forces: - Some bodily demands from within of ourselves- what can be better
labeled as ‘biological needs’ which push you forcibly to behave to fulfill there urges E.g.
Food, air, water, sleeps Etc.

3. Arousal:- Process through which we increase our existing drives. We the humans need
optimal level of arousal

4. Expected outcomes:- when we start an action with a belief that we will be benefited by
it , these expected positive out comes (i.e. incentives) become the factors motivating us.
These incentives make us work hard at our jobs.
Eg of incentives may be monitory/capital gain of self esteem, status Etc.
MOTIVATION PYRAMID

Top Level Mgmt Profit, stability

Growth, promotions
Middle Level Mgmt

Basic needs, salary

Lower Level Management
INTRODUCTION OF X AND Y
THEORY
Douglas McGregor was the founder of X and Y
theory
McGregor's ideas (1960) about managerial behavior
had a profound effect on management thinking and
practice. His propositions sum up the precepts of a
unitary and normative frame of reference for
managerial practice.
McGregor defined assumptions (theories/propositions)
that he felt underpinned the practices and stances of
managers in relation to employees. These were evident
from their conversations and actions. Two sets of
propositions were dubbed Theory X and Y.
HIERARCHY STRUCTURE
 DIAGRAM
X THEORY Y THEORY
MANGEMENT STAFF

THEORYX-AUTHORITARIAN,REPRESSIVE STYLE.TIGHT
CONTROL,NO DEVELOPMENT,PRODUCES LIMITED THEORY Y-LIBERATING AND DEVELOPMENTAL CONTROL
DEPRESSED CULTURE ACHIEVEMENT AND CONTINOUS IMPROVEMENT ACHIEVED
BY ENABLING,EMPOWERING AND GIVING RESPONSIBILITY

STAFF
MANGEMENT
 ‘X’ THEORY
 Theory X is the traditional view of direction and control by managers.
 1. The average human being has an inherent dislike of work and will
avoid if he or she can.
2. Because of this human characteristic of dislike of work, most people
must be controlled, directed, and threatened with punishment to get them
to put forth adequate effort toward the achievement of organizational
objectives.
3. The average human being prefers to be directed, wishes to avoid
responsibility, has relatively little ambition, wants security above all.
 Theory X leads naturally to an emphasis on the tactics of control - to
procedures and techniques for telling people what to do, for determining
whether they are doing it, and for administering rewards and punishment.
 CHARACTERISTICS OF X
THEORY MANAGER
 Result-Driven and Deadline-Driven, to the exclusion of everything
else.
 Issues Deadlines, Ultimatums, Instructions, Directions, Edicts.
 Demands, Never asks, Does not participate, Does not team-build.
 Short temper, Arrogant, Intolerant.
 Unconcerned about staff welfare, or morale.
 ‘Y’ THEORY
 Theory Y is the view that individual and organizational goals can be
integrated.
 1. The expenditures of physical and mental effort in work are as natural
as play or rest.
2. External control and the threat of punishment are not the only means
for bringing out effort toward organizational objectives.
3. Commitment to objectives is a function of the rewards associated with
their achievement.
4. The average human being learns, under proper conditions, not only to
accept but also to seek responsibility.
5. The capacity to exercise a relatively high degree of imagination,
ingenuity, and creativity in the solution of organizational problems in
widely, not narrowly, distributed in the population.
6. Under the condition of modern industrial life, the intellectual
potentialities of the average human being are only partially utilized.
 PRACTICAL USE AND EXAMPLES
To indicate whether the situation and management style is ‘X’ or ‘Y’:

Score the statements (5 = always, 4 = mostly, 3 = often, 2 = occationally, 1 rarely, 0 = never)

 1. My boss asks me politely to do things, gives me reasons why, and invites my suggestions.
 2. I am encouraged to learn skills outside of my immediate area of responsibility.
 3. I am left to work without interference from my boss, but help is available if I want it.
 4. I am given credit and praise when I do good work or put in extra effort.
 5. People leaving the company are given an 'exit interview' to hear their views on the organisation.
 6. I am incentivised to work hard and well.
 7. If I want extra responsibility my boss will find a way to give it to me.
 8. If I want extra training my boss will help me find how to get it or will arrange it.
 9. I call my boss and my boss's boss by their first names.
 10. My boss is available for me to discuss my concerns or worries or suggestions.
 11. I know what the company's aims and targets are.
 12. I am told how the company is performing on a regular basis.
 13. I am given an opportunity to solve problems connected with my work.
 14. My boss tells me what is happening in the organisation.
 15. I have regular meetings with my boss to discuss how I can improve and develop.
 PRACTICAL USE AND EXAMPLES

 Total score:

 60-75 = strong Y-theory management (effective short and long term)

 45-59 = generally Y-theory management

 16-44 = generally X-theory management

 0 -15 = strongly X-theory management

(autocratic, may be effective short-term, poor long-term)
 PRACTICAL USE AND EXAMPLES
To indicate whether the person prefers being managed by ‘X’ or ‘Y’ style:

 1. I like to be involved and consulted by my boss about how I can best do my job.
 2. I want to learn skills outside of my immediate area of responsibility.
 3. I like to work without interference from my boss, but be able to ask for help if I need it.
 4. I work best and most productively without pressure from my boss or the threat of losing
my job.
 5. When I leave the company I would like an ‘exit interview’ to give my views on the
organisation.
 6. I like to be incentivised and praised for working hard and well.
 7. I want to increase my responsibility.
 8. I want to be trained to do new things.
 9. I prefer to be friendly with my boss and the management.
 10. I want to be able to discuss my concerns, worries or suggestions with my boss or
another manager.
 11. I like to know what the company's aims and targets are.
 12. I like to be told how the company is performing on a regular basis.
 13. I like to be given opportunities to solve problems connected with my work.
 14. I like to be told by my boss what is happening in the organisation.
 15. I like to have regular meetings with my boss to discuss how I can improve and develop.
 PRACTICAL USE AND EXAMPLES

 Total score

 60-75 = strongly prefers Y-theory management

 45-59 = generally prefers Y-theory management

 16-44 = generally prefers X-theory management

 0 -15 = strongly prefers X-theory management

 EXERCISE SUMMARY
 Most people prefer ‘Y-theory’ management.

 These people are generally uncomfortable in ‘X-theory’

situations and are unlikely to be productive, especially long-
term, and are likely to seek alternative situations. This quick
test provides a broad indication as to management style and
individual preference, using the ‘X-Y Theory’ definitions.
This assessment tool was developed by Alan Chapman and
you may use it personally or within your organisation
Theory)
 CONCLUSION
 Theory X explains the consequences of a particular managerial strategy.
Because its assumptions are so unnecessarily limiting, it prevents
managers from seeing the possibilities inherent in other managerial
strategies. As long as the assumptions of Theory X influence managerial
strategy, organizations will fail to discover, let alone utilize, the
potentialities of the average human being.

 This theory might not be used in day to day business but it is great if we
have this at the back of our mind while carrying out our business
activities which will help us to do our work better

 Douglas McGregor concluded this theory by giving a message that –

"Use Theory Y principles to shape your organisation's culture and
management style”