Theory X-Y
Abstract
Douglas McGregor formulated the theory X and theory Y assumptions in 1960 that set the ground for a new way of management- and organizational thinking. McGregor was inspired by the findings in behavioral science in his time, where Maslow’s hierarchy of needs played a big role. The theories X and Y evolves around people and the assumptions on how management sees employees and their approach to motivation towards their goal for the organization.
Understanding the organizational culture and thereby how different organizations motivate their employees is a factor to consider in two fundamental parts of project management: Project Resource Management and Project Stakeholder Management [1]. Furthermore, it is a part of a project managers job to engage with people and study their behavior and motivation both for individuals and for teams: “As a leader, the project manager is also responsible for proactively developing team skills and competencies while retaining and improving team satisfaction and motivation.” [2]
This article will explore how Theory X and Theory Y are relevant in project management by the following structure:
- Big Idea: This section will explain the theory X and theory Y written by McGregor in 1960, and how the theory is still relevant today many years later and in a more globalized world.
- Application: This section will describe how project managers can use the theory in their daily work and how it can provide a better understanding of the people involved in the project. It will also describe in which phases of the project the theory becomes especially important.
- Limitations: This section will mention the limitations of the theory and what to be aware of when using this theory to categorize people and employees in boxes. This section will also cover the theory in relation to the project management standards.
- Annotated Bibliography: This section will contain a brief overview of the key references used in this article.
