McGregor's Theory X and Theory Y let's compare

McGregor's Theory X and Theory Y

Introduction

McGregor in his Theory X and Y presented two different sets of assumptions about human beings and their behavior which are relevant to management practice. Theory X is a representative of negative human nature which assumes that individuals are generally irresponsible, dislike work, and need close supervision to perform their jobs. On the other hand, Theory Y is a representative of positive human nature and assumes that individuals are generally creative, industrious, possess an ability to exercise self-control and assume responsibility in their jobs. We can expect that, managers who are holding assumptions about the nature of their subordinates that are aligned with Theory X would exhibit a management style that is different than managers who are holding assumptions about their subordinates that are aligned with Theory Y.

Theory X assumes that individuals put their concerns and interests above the organization they work for and resist change and value security more than any other consideration at work. Theory X assumes that human beings can be easily controlled and manipulated. Theory X assumes the management style that is aligned with the assumptions of Theory X as hard and identified the methods such as coercion, tight controls and supervision that should be used. The hard management style which Theory X calls for normally leads to mutual distrust between employer and employee, restriction of output, unionism and sabotage. The second type of management style is called “soft” by McGregor's Theory Y which identified its method as need satisfaction and permissiveness. McGregor said that the soft management style often leads to the failure on the part of managers to effectively perform their duties and roles as managers (Caprara et al., 2001).

Theory X sees management as solely responsible for organizing and managing all the elements of employee productivity which ultimately results in productive employees. Theory X also states that management of every organization directs the efforts of employees, motivates them, control employees' actions and changes their behavior in order to fit the needs of the group. Lastly, Theory X assumes that with the intervention of management, employees will ignore the organization and its needs. Theory X believes that employees cannot be motivated on their own and management has to play its role to motivating employees to perform their job in the best manner possible. Theory Y, on the other hand, also recognizes the responsibility of management for organizing and managing the elements of employee productivity which ultimately results in productive employees. But Theory Y rejects employee's resistance and ignorance to the job and organizational needs. Theory Y is of the view that factors like potential for growth, requited motivation, readiness to change and ability to assume their respective responsibilities are present in employees. Managers in organizations must take their roles seriously to make their subordinates to their roles seriously. Simply put, Theory Y states that management is solely responsible to motivate the employees to perform better and make their contribution in accomplishing the goals and ...