Mc Gregors Theory X and Y
The foundation of McGregor’s theory has direct links to Taylor’s study of scientific management: a study of scientific management as a link between human beings and their jobs which in turn need to be re-constructed to maximise efficiency (Waddell et al. 2007, p. 43). Many researchers and scholars have developed theories based on the work of F.W. Taylor. McGregor, Maslow and others who assisted to improve the view of human relation tried to prove that there is another side to the traditional perspective of workers (Bartol and Martin 1998, p. 52).This literature review will be focusing on the evolution of McGregor’s Theory X and Theory Y in relation to the development of management theory. Moreover will be explaining the definition of X and Y theory and its relevance to 21st century.
McGregor proposed two contrasting sets of managerial assumptions about the workers. He further examined taking Taylor’s traditional view of workers and Mayo’s human relation approach into consideration, which he labelled Taylor’s view as ‘Theory X’ and as Mayo’s view as ‘Theory Y’ (Montana and Charnov 2000, p. 25). [ (Stephen P.Robbins) ] However, ‘both these theories have the common definition of functions of manager: management is responsible for organising the elements of productive enterprise- money, materials, equipment, and people- in the best interest of economic ends’. Main differences in these two theories are the assumptions (Urwick 1970, p .1). McGregor with his experience as a manager and as a psychologist, observed the behaviour and attitude of the workers (Daft.2003, p. 47). According to Kopelman, Prottas and Davis (2008, p 1) Theory X represents that workers generally dislike work, are irresponsible, are lethargic and require close supervision. In contrast, Theory Y denotes that individuals are generally creative, innovative, accept responsibility and believe work is a natural activity. Furthermore, his observations on the classical and the behavioural approaches to
McGregor proposed two contrasting sets of managerial assumptions about the workers. He further examined taking Taylor’s traditional view of workers and Mayo’s human relation approach into consideration, which he labelled Taylor’s view as ‘Theory X’ and as Mayo’s view as ‘Theory Y’ (Montana and Charnov 2000, p. 25). [ (Stephen P.Robbins) ] However, ‘both these theories have the common definition of functions of manager: management is responsible for organising the elements of productive enterprise- money, materials, equipment, and people- in the best interest of economic ends’. Main differences in these two theories are the assumptions (Urwick 1970, p .1). McGregor with his experience as a manager and as a psychologist, observed the behaviour and attitude of the workers (Daft.2003, p. 47). According to Kopelman, Prottas and Davis (2008, p 1) Theory X represents that workers generally dislike work, are irresponsible, are lethargic and require close supervision. In contrast, Theory Y denotes that individuals are generally creative, innovative, accept responsibility and believe work is a natural activity. Furthermore, his observations on the classical and the behavioural approaches to