Theory X&Y - Revision history

S202929: /* The Big Idea */

2021-05-05T14:41:43Z

The Big Idea

← Older revision		Revision as of 14:41, 5 May 2021
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	McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.		McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.

	[[File:TheoryXY.png\|~~150px~~\|frame~~\|right~~\|alt=Mnemonic to remember the two theories\|Figure 1: Mnemonic to remember the two theories]].		[[File:TheoryXY.png\|300px\|frame\|alt=Mnemonic to remember the two theories\|Figure 1: Mnemonic to remember the two theories]].

	The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.		The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.

S202929: /* The Big Idea */

2021-05-05T14:40:22Z

The Big Idea

← Older revision		Revision as of 14:40, 5 May 2021
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	McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.		McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.

	[[File:TheoryXY.png\|frame~~\|300px~~ \|right\|alt=Mnemonic to remember the two theories\|Figure 1: Mnemonic to remember the two theories]].		[[File:TheoryXY.png\|150px\|frame\|right\|alt=Mnemonic to remember the two theories\|Figure 1: Mnemonic to remember the two theories]].

	The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.		The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.

S202929: /* How to manage them ? */

2021-05-05T14:39:36Z

How to manage them ?

← Older revision		Revision as of 14:39, 5 May 2021
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	It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.		It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.

	[[File:Motivation.png\|Carrot and stick method\|~~right\| 300px~~]]		[[File:Motivation.png\|300px\|frame\|alt=Carrot and stick method\|Figure 2: Carrot and stick method]]

	== '''Theory Y''' ==		== '''Theory Y''' ==

S202929: /* The Big Idea */

2021-05-05T14:37:32Z

The Big Idea

← Older revision		Revision as of 14:37, 5 May 2021
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	McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.		McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.
	[[File:TheoryXY.png\|~~right~~\|300px\|Mnemonic to remember the two theories]]
	~~[[File~~:~~TheoryXY.png\|frame\|none\|alt=Alt text\|~~Mnemonic to remember the two theories]].		[[File:TheoryXY.png\|frame\|300px \|right\|alt=Mnemonic to remember the two theories\|Figure 1: Mnemonic to remember the two theories]].

	The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.		The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.

S202929: /* The Big Idea */

2021-05-05T14:34:34Z

The Big Idea

← Older revision		Revision as of 14:34, 5 May 2021
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	McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.		McGregor argues that there are two identifiable categories of workers in the world of work. He also believes that managers' beliefs influence the organization and efficiency of a company.
	[[File:TheoryXY.png\|right\|300px\|Mnemonic to remember the two theories]]		[[File:TheoryXY.png\|right\|300px\|Mnemonic to remember the two theories]]
			[[File:TheoryXY.png\|frame\|none\|alt=Alt text\|Mnemonic to remember the two theories]].

	The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.		The first theory, Theory X, argues that people are naturally unmotivated to work. Thus, the way to motivate us is the "carrot and stick" with a reward system and by pushing remuneration. People in this category therefore need to be controlled, supervised and avoid responsibility as much as possible. This category often lacks ambition and is oriented towards individual success.

S202929: /* How to manage them ? */

2021-05-05T14:28:18Z

How to manage them ?

← Older revision		Revision as of 14:28, 5 May 2021
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	It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.		It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.

	[[File:Motivation.png~~\|right\|300px~~\| Carrot and stick method]]		[[File:Motivation.png\|Carrot and stick method\|right\| 300px]]

	== '''Theory Y''' ==		== '''Theory Y''' ==

S202929: /* How to manage them ? */

2021-05-05T14:26:48Z

How to manage them ?

← Older revision		Revision as of 14:26, 5 May 2021
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	It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.		It is thus possible to see that having Theory X employees is not ideal, but it may nevertheless be useful for certain occupations. Indeed, working in factories, with production lines for example, is rather suitable for employees in this category.

	[[File:Motivation.png\|right\|300px]]		[[File:Motivation.png\|right\|300px\| Carrot and stick method]]

	== '''Theory Y''' ==		== '''Theory Y''' ==

S202929: /* How to recognize them? */

2021-02-28T21:42:39Z

How to recognize them?

← Older revision		Revision as of 21:42, 28 February 2021
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	As with theory X, theory Y is based on several hypotheses:		As with theory X, theory Y is based on several hypotheses:

	**The average employee does not dislike working by nature. Under certain conditions, they find it a source of satisfaction.		**The average employee does not dislike working by nature. Under certain conditions, they find it a source of satisfaction.
	**If the right conditions are met, the average employee will not only accept but seek responsibility. It is possible, however, that a lack of ambition and a need to avoid responsibility may appear in this employee. If this is the case, it stems from his or her experience rather than from the way he or she operates.		**If the right conditions are met, the average employee will not only accept but seek responsibility. It is possible, however, that a lack of ambition and a need to avoid responsibility may appear in this employee. If this is the case, it stems from his or her experience rather than from the way he or she operates.

S202929: /* How to recognize them? */

2021-02-28T21:42:21Z

How to recognize them?

← Older revision		Revision as of 21:42, 28 February 2021
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	As with theory X, theory Y is based on several hypotheses:		As with theory X, theory Y is based on several hypotheses:

	**The average employee does not dislike working by nature. Under certain conditions, they find it a source of satisfaction.		**The average employee does not dislike working by nature. Under certain conditions, they find it a source of satisfaction.
	**If the right conditions are met, the average employee will not only accept but seek responsibility. It is possible, however, that a lack of ambition and a need to avoid responsibility may appear in this employee. If this is the case, it stems from his or her experience rather than from the way he or she operates.		**If the right conditions are met, the average employee will not only accept but seek responsibility. It is possible, however, that a lack of ambition and a need to avoid responsibility may appear in this employee. If this is the case, it stems from his or her experience rather than from the way he or she operates.

S202929 at 16:58, 28 February 2021

2021-02-28T16:58:01Z

← Older revision		Revision as of 16:58, 28 February 2021
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	To achieve a company's objectives, knowing its employees is important and knowing how to get them involved in project management is even more important.		To achieve a company's objectives, knowing its employees is important and knowing how to get them involved in project management is even more important.

	The social psychologist Douglas McGregor developed two diametrically opposed theories about how to manage employees in professional life. These two theories are still used today in the fields of organizational behaviour, organizational communication, human resource management, project management and organizational development. His theory is thus exposed in "The Human Side of Enterprise" published in 1960 <ref> Douglas McGregor, The Human Side of Enterprise (New York, McGraw-Hill Book Company, Inc., 1960), pp. 34–35 and pp. 47–48.</ref>		The social psychologist Douglas McGregor developed two diametrically opposed theories about how to manage employees in professional life. These two theories are still used today in the fields of organizational behaviour, organizational communication, human resource management, project management and organizational development. His theory is thus exposed in "The Human Side of Enterprise" published in 1960 <ref> Douglas McGregor, "The Human Side of Enterprise" (New York, McGraw-Hill Book Company, Inc., 1960), pp. 34–35 and pp. 47–48.</ref>

	First of all, Theory X is the theory with a rather pessimistic view of people, which states that people do not like their work and that they are not motivated. Theory Y brings a more optimistic vision for which people are really motivated because they enjoy their work.		First of all, Theory X is the theory with a rather pessimistic view of people, which states that people do not like their work and that they are not motivated. Theory Y brings a more optimistic vision for which people are really motivated because they enjoy their work.
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	**Employees concerned by theory Y will seek to have a good relationship with their manager. Managers adapted to theory Y will succeed in creating a better work atmosphere by linking the employees' personal goals with the company's objectives.		**Employees concerned by theory Y will seek to have a good relationship with their manager. Managers adapted to theory Y will succeed in creating a better work atmosphere by linking the employees' personal goals with the company's objectives.

	Thus, managers with employees in category Y will tend to be less willing to supervise them. They will think that employees are more creative or even intelligent <ref> John J. Morse and Jay W. Lorsch, Beyond Theory Y </ref>		Thus, managers with employees in category Y will tend to be less willing to supervise them. They will think that employees are more creative or even intelligent <ref> John J. Morse and Jay W. Lorsch, "Beyond Theory Y" </ref>

	== How to manage them? ==		== How to manage them? ==
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	It is therefore observable that employees in theory Y do not require as much supervision as those in theory X. In fact, a less strict environment based on personal development will encourage their creativity and allow them to achieve better results. However, the total absence of supervision may have the opposite effect to that expected, by leaving the employee to fend for himself or herself. The employee may thus have a tendency to get lost in his work if he is not guided.		It is therefore observable that employees in theory Y do not require as much supervision as those in theory X. In fact, a less strict environment based on personal development will encourage their creativity and allow them to achieve better results. However, the total absence of supervision may have the opposite effect to that expected, by leaving the employee to fend for himself or herself. The employee may thus have a tendency to get lost in his work if he is not guided.

	This model is associated with the MBO model, Peter DRUCKER's management by objectives in 1954, of which it is the continuity <ref> Adam Hayes, "Management by objectives (MBO) </ref>. The main idea behind it is that it is easier to motivate employees when one evokes with them the notion of an objective to be achieved rather than assigning executive tasks to them in a directive manner. The general objectives are multiplied into as many partial objectives as there are operational units and are all aligned in the same direction. Later in the 1970s the concept evolved into PMBO Participatory Management by Objectives. In practice, PMBO implies that the organization is structured by autonomous departments, where each department manages its project independently. Often, PMBO is concerned with the achievement of short-term objectives (tactical or operational in nature).		This model is associated with the MBO model, Peter DRUCKER's management by objectives in 1954, of which it is the continuity <ref> Adam Hayes, "Management by objectives (MBO)" </ref>. The main idea behind it is that it is easier to motivate employees when one evokes with them the notion of an objective to be achieved rather than assigning executive tasks to them in a directive manner. The general objectives are multiplied into as many partial objectives as there are operational units and are all aligned in the same direction. Later in the 1970s the concept evolved into PMBO Participatory Management by Objectives. In practice, PMBO implies that the organization is structured by autonomous departments, where each department manages its project independently. Often, PMBO is concerned with the achievement of short-term objectives (tactical or operational in nature).

	== '''Theories X and Y in the Workplace''' ==		== '''Theories X and Y in the Workplace''' ==
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	Theory Y thus has some limitations. Indeed, this theory can often lead to errors in terms of consistency and uniformity <ref> Carson Charles, "A historical view of Douglas McGregor's Theory Y" </ref>. As a result, the workplace may lack rules and guidelines, which can negatively affect the quality standard demanded by the company and customers.		Theory Y thus has some limitations. Indeed, this theory can often lead to errors in terms of consistency and uniformity <ref> Carson Charles, "A historical view of Douglas McGregor's Theory Y" </ref>. As a result, the workplace may lack rules and guidelines, which can negatively affect the quality standard demanded by the company and customers.
	A Z theory has appeared more recently and is based on the Japanese management style. Employees are described as loyal and eager to improve their teamwork. In this companies, collectivism and stability are preferred to individualism. <ref> William G Ouchi Reading, Theory Z: How American business can meet the Japanese challenge? </ref> Thus, Japanese Z-theory companies are opposed to western companies by:		A Z theory has appeared more recently and is based on the Japanese management style. Employees are described as loyal and eager to improve their teamwork. In this companies, collectivism and stability are preferred to individualism. <ref> William G Ouchi Reading, "Theory Z: How American business can meet the Japanese challenge?" </ref> Thus, Japanese Z-theory companies are opposed to western companies by:

	{\| class="wikitable"		{\| class="wikitable"