Douglas MacGregor defined Theory X and Theory Y, which are differing assumptions about human behavior in the workplace. Teamwork is a key driver for the individual worker, and a feeling of belonging goes hand in hand with performance and productivity. Douglas Mcgregor Theory X Theory Y Pdf Printer. Subscribe to Explosm! Date of Bith: Place of Birth: Agnes ESTCOURT-OSWALD. Date of Bith: 1875 Place of Birth: Suffolk. Born in Gipping, Suffolk in 1875. Agnes joined the Scottish Women. Malcolm Cox, M.D., Editor, David M. Teaching Surgical Skills. 6630 Action Learning for Managers, Mike Pedler 8857 Oxford Bookworms Library: Level 1:: The. Jane Kya Chahe Man Bawra Mp3 320kbps Download. Theory or reinforcement theory, the thesis aims at analyzing the status and the current problems of the employee motivation policy in X Glassware Factory, and summarizing the common problems that exist. Maslow's hierarchy of needs theory laid the foundation for Douglas McGregor's Theory. X and Theory Y leadership.

Mnemonic device for the two theories: a person refusing to work ('X') and a person cheering the opportunity to work ('Y') Theory X and Theory Y are theories of human motivation and management. They were created and developed by at the, initially presented at a management conference in 1957, and developed during the 1960s. These two theories describe contrasting models of workforce applied by managers in,, and. According to the models, the two opposing sets of general assumptions of how workers are motivated form the basis for two different managerial styles. Theory X stresses the importance of strict supervision, external rewards, and penalties: in contrast, Theory Y highlights the motivating role of and encourages workers to approach tasks without direct.

Contents • • • • • • • • • Theory X [ ] Theory X is based on assumptions regarding the typical worker. This management style supposes that the typical employee has little to no ambition, shies away from work or responsibilities, and is individual-goal oriented. Generally, Theory X style managers believe their employees are less intelligent than the managers are, lazier than the managers are, or work solely for a sustainable income. Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a 'hands-on' approach to management. The 'Theory X' manager believes that all actions should be traced and the responsible individual given a direct reward or a reprimand according to the action's outcomes. This managerial style is more effective when used in a workforce that is not intrinsically motivated to perform. According to McGregor, there are two opposing approaches to implementing Theory X: the 'hard' approach and the 'soft' approach.

The hard approach depends on close supervision, intimidation, and imminent punishment. This approach can potentially yield a hostile, minimally cooperative work force that could harbor resentment towards management. The soft approach is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace morale and therefore cooperative employees.

Implementing a system that is too soft could result in an entitled, low-output workforce. McGregor believes both ends of the spectrum are too extreme for efficient real world application. Instead, McGregor feels that somewhere between the two approaches would be the most effective implementation of Theory X. Overall, Theory X generally proves to be most effective in terms of consistency of work.

Although managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X can also benefit a work place that is more suited towards an assembly line or manual labor type of occupation. How To Install Neogamma R7 On Wii. Utilizing theory X in these types of work conditions allow the employee to specialize in a particular area allowing the company to mass produce more quantity and higher quality work, which in turns brings more profit.

Theory Y [ ] In contrast, Theory Y managers act on the belief that people in the workforce are internally motivated, enjoy their labor in the company, and work to better themselves without a direct 'reward' in return. Theory Y employees are considered to be one of the most valuable assets to the company, and truly drive the internal workings of the corporation. Gembird Usb Rs232 Driver Download.

Workers additionally tend to take full responsibility for their work and do not require the need of constant supervision in order to create a quality and higher standard product. Because of the drastic change compared to the 'Theory X' way of directing, 'Theory Y' managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching based relationship. As a result, Theory Y followers may have a better relationship with their higher-ups, as well as potentially having a healthier atmosphere in the workplace. Managers in this theory tend to use a democratic type of leadership because workers will be working in a way that does not need supervision the most. In comparison to 'Theory X', 'Theory Y' adds more of a democratic and free feel in the workforce allowing the employee to design, construct, and publish their works in a timely manner in co-ordinance to their workload and projects. Aydin reports a study undertaken to analyze the different management styles of professors at a Turkish University.