Douglas Mcgregor

His education was astounding. While he was in high school he was considered the class clown and made C averages. After high school graduating Penncrest High School in 1962, he joined the United States Navy. He served a four year term in the Navy before continuing his education. He got his bachelor's degree in Gallaudet University in 1970 . His Master's degree in Psychology at University of Tennessee in 1971. He also got his PHD in Psychology

Charles M. Carson, (2005),"A historical view of Douglas McGregor's Theory Y", Management Decision, Vol. 43 Iss 3 pp. 450 - 460

Theory X takes the position that the average human being is “lazy and self-centered, lacks ambition, dislikes changes and longs to be told what to do” (Stewart, 2010). It portrays the perspective that a worker avoids responsibility and has to be controlled every step of the work process. There is little to no delegation of

In 2013, I graduated from Mount Olive College with a Bachelor of Science is Clinical Psychology. As an undergraduate I did my internship with the state of North Carolina – Vocational Rehabilitation at WorkSource East in Goldsboro, NC. I am currently in a counseling training program at East Carolina University where I am working on obtaining my Master’s in Substance Abuse and Clinical Counseling.

I will be clarifying how reading "Theory X, Y, Z" and watched the media piece, "Theory," affected my definition of theory. I will be explaining the reasons why it might be useful to make a connection between actual management situations and theory. I will also explain how theory can inform the actual practice of management. I will provide an example of my own supported observation to maintain my statements. In Conclusion, I will explain which of management theories presented in Day 4 Readings seem to be the most useful and why (Walden, 2014).

1. Discuss the contributions to the “human side of enterprise” as articulated by Elton Mayo, Chester Barnard, Abraham Maslow, and Douglas McGregor.

When managing people, McGregor’s model, indicated below, shows to styles of management. Theory X is directive, whereas Theory Y is enabling, and looks at employee engagement/ teamwork in order to achieve the

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

As stated earlier, only when the basic needs are met, then a person will be motivated to pursue the next level. McGregor stated that because most workers have basic physical and safety needs met, he/she will only be motivated to satisfy higher needs, such as esteem and self actualization. Therefore, management must be able to provide workers with opportunities to satisfy their higher needs or they will not be motivated to perform their organizational duties (Barnett). Because Theory X fails to satisfy the higher needs of the worker, a different set of assumptions need to be made to account for them, thus McGregor developed an alternative he called Theory Y.

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

According to Kreitner and Kinicki (2013) McGregor contrasted two views on human nature by insisting that Theory Y assumes that people are more positive at work, and believed managers could accomplish more by viewing employees as such (p.9). The other outdated theory, is Theory X, which is a more negative and pessimistic assumption about workers.

Douglas McGregor was a management professor at the MIT Sloan School of Management. He introduced a new motivational theory in his book ‘The Human Side of Enterprise’, stating that all workers were divided into two groups: Theory X and Theory Y. Theory X workers were lazy, irrational and unreliable, and were only motivated by money and threatened by punishment. Theory Y workers were able to seek and accept responsibilities and fulfil any goals given.

Theory X describes a results-driven manager who issues deadlines and ultimatums, is elitist, does not build teams, is a one-way communicator and a poor listener, and a whole host of other negative traits. This is the "authoritarian" style, and while MacGregor's (Chapman, n.d.) treatment of this manager is overwhelmingly negative, these types of people often become managers because they deliver results. Theory Y managers, by contrast, as known as "participative" and are characterized by a host of positive adjectives.

2007). Kermally (2005, p.36) explain that McGregor believed ‘how managers manage people in practice depends on what assumptions they make about workers’. It means that which kind of leadership managers choose, according to how managers perceive workers’ attitudes toward their job. Managers believe their workers related to Theory X and Y normally use strict supervision approaches to reduce workers’ control on their job, in contrary, managers allow workers to be innovative and willing to authorise more responsibility to Theory Y workers (Waddell et al. 2007).

In this philosophy there was a large focus on rules and lack of discretion, thus meaning that the main focus of this philosophy is high control (DeNisi & Griffin, 2014) . This theory of Human resource management is thought to be best suited for X-type workers according to the McGregor X and Y Theory (Robbins & Judge, 2013). Human Resource Managers who would use this viewpoint intend on increasing Productivity by forcing workers to abide by the rules of a strict script because the workers are considered to be lazy and lacked motivation therefore they are need to pushed to perform tasks and have to be forcibly directed to doing tasks the do not like (French & Rees,