Motivation through Theory X&Y from a Project Management perspective
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A project manager may have the necessary skills to guide a project team through various project stages and project life cycles, but team motivation is an essential element of a successful project <ref name="Motivation in Project Management: The Project Manager’s Perspective">Schmid, B., Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [https://doi.org/10.1002/pmj.20042]. ''Project Management Journal''. Issue published: June 1, 2008. Volume: 39 issue: 2, p. 60-71.</ref>. Through literature, it has been emphasised that the interpersonal skills needed to motivate a project team are one of the project manager’s most important assets <ref name="quote1"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from: https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.</ref><ref name="Motivation in Project Management: The Project Manager’s Perspective">Schmid, B, Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [https://doi.org/10.1002/pmj.20042]. ''Project Management Journal''. Issue published: June 1, 2008. Volume: 39 issue: 2, p. 60-71.</ref>. | A project manager may have the necessary skills to guide a project team through various project stages and project life cycles, but team motivation is an essential element of a successful project <ref name="Motivation in Project Management: The Project Manager’s Perspective">Schmid, B., Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [https://doi.org/10.1002/pmj.20042]. ''Project Management Journal''. Issue published: June 1, 2008. Volume: 39 issue: 2, p. 60-71.</ref>. Through literature, it has been emphasised that the interpersonal skills needed to motivate a project team are one of the project manager’s most important assets <ref name="quote1"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from: https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.</ref><ref name="Motivation in Project Management: The Project Manager’s Perspective">Schmid, B, Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [https://doi.org/10.1002/pmj.20042]. ''Project Management Journal''. Issue published: June 1, 2008. Volume: 39 issue: 2, p. 60-71.</ref>. | ||
| − | The idea that a manager’s attitude has an impact on employee motivation was initially suggested by Douglas McGregor (1906-1964), Professor of Management at the MIT Sloan School of Management in the late 1930’s and 1940’s <ref name="Douglas M. McGregor">MIT Institute for Work and Employment Research: Douglas M. McGregor. [http://iwer.mit.edu/about/iwer-pioneers/douglas-m-mcgregor/]. Accessed 13-02-2021.</ref>. In 1960, McGregor released the book, The Human Side of Enterprise, which proposed two theories by which mangers perceive and address employee motivation <ref name="Lumen Learning: Reading: McGregor’s Theory X and Theory Y"> Williams, L, Lumen Learning. Introduction to Business: Reading: McGregor’s Theory X and Theory Y. [https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/]. Accessed 13-02-2021. License: CC BY-NC: Attribution-NonCommercial.</ref>. The two antagonistic motivational methods are referred to as Theory X and Theory Y management, each of which assumes the manager’s role to focus on organising resources, including people, to best benefit the company <ref name="Lumen Learning: Reading: McGregor’s Theory X and Theory Y"> Williams, L, Lumen Learning. Introduction to Business: Reading: McGregor’s Theory X and Theory Y. [https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/]. Accessed 13-02-2021. License: CC BY-NC: Attribution-NonCommercial.</ref>. However, beyond this commonality, the two theories split corporate thinking into two camps in their embodiment of attitudes and assumptions <ref name="Douglas M. McGregor">MIT Institute for Work and Employment Research: Douglas M. McGregor. [http://iwer.mit.edu/about/iwer-pioneers/douglas-m-mcgregor/]. Accessed 13-02-2021.</ref>. | + | The idea that a manager’s attitude has an impact on employee motivation was initially suggested by [https://en.wikipedia.org/w/index.php?title=Douglas_McGregor&oldid=1006029043| Douglas McGregor] (1906-1964), Professor of Management at the MIT Sloan School of Management in the late 1930’s and 1940’s <ref name="Douglas M. McGregor">MIT Institute for Work and Employment Research: Douglas M. McGregor. [http://iwer.mit.edu/about/iwer-pioneers/douglas-m-mcgregor/]. Accessed 13-02-2021.</ref>. In 1960, McGregor released the book, The Human Side of Enterprise, which proposed two theories by which mangers perceive and address employee motivation <ref name="Lumen Learning: Reading: McGregor’s Theory X and Theory Y"> Williams, L, Lumen Learning. Introduction to Business: Reading: McGregor’s Theory X and Theory Y. [https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/]. Accessed 13-02-2021. License: CC BY-NC: Attribution-NonCommercial.</ref>. The two antagonistic motivational methods are referred to as Theory X and Theory Y management, each of which assumes the manager’s role to focus on organising resources, including people, to best benefit the company <ref name="Lumen Learning: Reading: McGregor’s Theory X and Theory Y"> Williams, L, Lumen Learning. Introduction to Business: Reading: McGregor’s Theory X and Theory Y. [https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/]. Accessed 13-02-2021. License: CC BY-NC: Attribution-NonCommercial.</ref>. However, beyond this commonality, the two theories split corporate thinking into two camps in their embodiment of attitudes and assumptions <ref name="Douglas M. McGregor">MIT Institute for Work and Employment Research: Douglas M. McGregor. [http://iwer.mit.edu/about/iwer-pioneers/douglas-m-mcgregor/]. Accessed 13-02-2021.</ref>. |
Through analysis of Theory X&Y, main advantages and limitations to the management aspects are found and discussed according to the project manager’s role and goals within the project life cycle. | Through analysis of Theory X&Y, main advantages and limitations to the management aspects are found and discussed according to the project manager’s role and goals within the project life cycle. | ||
Revision as of 13:09, 13 February 2021
Developed by Marie Elly Ulricke Kristensen
Contents |
Abstract
A project manager may have the necessary skills to guide a project team through various project stages and project life cycles, but team motivation is an essential element of a successful project [1]. Through literature, it has been emphasised that the interpersonal skills needed to motivate a project team are one of the project manager’s most important assets [2][1].
The idea that a manager’s attitude has an impact on employee motivation was initially suggested by Douglas McGregor (1906-1964), Professor of Management at the MIT Sloan School of Management in the late 1930’s and 1940’s [3]. In 1960, McGregor released the book, The Human Side of Enterprise, which proposed two theories by which mangers perceive and address employee motivation [4]. The two antagonistic motivational methods are referred to as Theory X and Theory Y management, each of which assumes the manager’s role to focus on organising resources, including people, to best benefit the company [4]. However, beyond this commonality, the two theories split corporate thinking into two camps in their embodiment of attitudes and assumptions [3].
Through analysis of Theory X&Y, main advantages and limitations to the management aspects are found and discussed according to the project manager’s role and goals within the project life cycle.
Main findings in this article:
• Theory X management approach hinders the satisfaction of higher-level needs because it does not acknowledge that those needs are relevant in the workplace [4].
• The workplace of the early twenty-first century, with its prominence of self-managed work teams and employee involvement programs, is essentially consonant with the perceptions of Theory Y [5].
• Criticism suggests that Theory Y style managers are engaged in a seductive form of manipulation, as the managers are still focusing on measures of productivity and the benefits to the company rather than measures of employee well-being [5].
Background
Theory X
Sub Headline
Theory Y
Sub Headline
References
- ↑ 1.0 1.1 Schmid, B., Adams, J. Motivation in Project Management: The Project Manager’s Perspective. [1]. Project Management Journal. Issue published: June 1, 2008. Volume: 39 issue: 2, p. 60-71.
- ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from: https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management.
- ↑ 3.0 3.1 MIT Institute for Work and Employment Research: Douglas M. McGregor. [2]. Accessed 13-02-2021.
- ↑ 4.0 4.1 4.2 Williams, L, Lumen Learning. Introduction to Business: Reading: McGregor’s Theory X and Theory Y. [3]. Accessed 13-02-2021. License: CC BY-NC: Attribution-NonCommercial.
- ↑ 5.0 5.1 Barnett, T., Droege, S. B. THEORY X AND THEORY Y. [4]. Accessed 13-02-2021.
