Business Management

Business Management

Unit 1 Individual Project Managing High Performance

Douglas McGregor (1960) offered a theoretical perception of human nature with his Theory X and Theory Y. These are two opposed views in relation to how human beings observe individual behavior at employment and organizational setting. Theory X shows a contemptuous perception of worker's character and performance at employment, whereas Theory Y shows a positive viewpoint of the worker's character and behavior at job. If show a relationship with Maslow's (1943) supposition, we can affirm that Theory X is based upon the assumption that the workers stress on the physiological and the security requirements; whereas Theory X is based upon the supposition that the societal and self actualization requirements lead the workers. McGregor observes Theory Y to be more convincing and rational as compare with Theory X. Therefore, he supported friendly team relationships, accountable and motivating works, and involvement of all in decision process.

Comparing Theory X vs. Theory Y

Motivational Factors: Theory X supposes that workers have an aversion towards work; and do not want to take accountability. Theory Y supposes that workers are self-encouraged, and flourish on accountability.

Management Approach and Power: In Theory X, administration is dictatorial, and central control is maintained, whereas in Theory Y, the organization approach is participative: it engages workers in decision process, but keeps power to apply judgments.

Work Organization: Theory X workers tends to have dedicated and frequently monotonous task. In Theory Y, the task seems to be planned in wide parts of ability or acquaintance; workers are also motivated to build up know-how and make recommendations and enhancements.

Awards and Assessments: Theory X management function on a 'carrot and stick' foundation and performance assessment is element of the general means of power and compensation. In Theory Y, assessment is also customary and significant, but is generally a separate means from managerial powers. It also provides workers with many options for encouragement.

Relevance: Though Theory X management approach is generally acknowledged as mediocre to others, it has its position in major operations and unskillful manufacturing-line job. Many of the values of Theory Y are generally employed by kinds of business that support employee's input. Theory Y style is suitable for knowledge-based and skilled-related services. Specialized service firms develop Theory Y-style approaches by the character of their employment; even extremely structured knowledge job, for instance call center functions, can gains from Theory Y standards to support knowledge delivery and constant development.

Pros and Cons

X Theory

Y Theory

Pros:

It offers dedications.

Functions with information.

It is closely controlled.

It evaluates general effort.

Pros:

Workers will be devoted.

Work improvement.

Participative organization.

Allotting time and goals.

Cons:

Workers are not happy.

Goal-determined.

Just addresses particulars and records.

Cons:

May not observe real obstacles from workers.

Not deadline-driven.

Accountability is not undertaken.

Workers may perceive job as playing stuff.

Implications

Some firms employ Theory X nowadays. It motivates exercise of strong power and management. It involves that workers are disinclined towards managerial changeovers. Therefore, it does not support modernism. Several firms are applying Theory Y styles. It entails that the supervisors should generate and support a work setting which gives options ...