MCGREGOR'S THEORY

McGregor's Theory X and Theory Y

McGregor's Theory X and Theory Y

Douglas Mc Gregor was concerned to distinguish two opposing concepts of management, based on precise assumptions about human nature: the traditional (Theory X) and modern (Theory Y).

Theory X: Traditional Position

This theory indicates that the man is indolent and lazy by nature avoids work or pays the minimum possible to change wages or rewards material. Man lacks ambition does not like taking responsibility and prefers to be directed and feel safe in the agency. Man is fundamentally egocentric and their goals personally opposed in general to the objectives of the organization. His nature leads him to resist change; it seeks its security and intends not to take risks that put in danger. Their dependence makes it incapable of self-control and self-discipline, needs to be directed and controlled by management. On the basis, of these conceptions and assumptions about human nature Theory X management style reflects a narrow, rigid and autocratic. It sees people as mere resources or means of production and limited to make these schemes work within certain and standards previously planned and organized, taking into account only the objectives of the organization (Schwartz, 1997).

Management is responsible for organizing the resources of the company (money, materials, equipment and people), aiming at achieving their unique financial goals. Management is the process of directing the efforts of the people, encourage them, to control their actions and modify their behavior to meet the needs of the company. Without this investment operational management, people would be totally passive in the face to the needs of the company, or even more, would resist them. Therefore, people must be persuaded, rewarded, punished, coerced and controlled, its activities must be standardized and managed in accordance with the objectives and business needs. Because people can be, first, motivated by economic incentives (wages), the company must use pay as a reward (for selfless work) or punishment (for the employee who is not fully engaged in the performance of his duties) (Pulakos, 1997).

Theory X management style can be defined by the Scientific Management of Taylor, the Farol Classical Theory and the Theory of Bureaucracy to Weber. At different stages of management theory: the manipulation of individual initiative, drastically limiting the creativity of the individual, the reduction of professional activity through the method pre-established and routine work. In other words, X theory leads people to do exactly what the organization intend ...