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The concept of Theory X and Theory Y was developed by social psychologist Douglas McGregor. It describes two contrasting sets of assumptions that managers make about their people: Theory X – people dislike work, have little ambition, and are unwilling to take responsibility.
His Theory X and Theory Y recognized the importance of influence in managerial leadership (MIT Sloan School of Management, n.d.). As a result, his approach offered several valuable insights into workplace motivation by challenging our assumptions about human nature and behavior (McGregor, 1960).
Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. Theory X is a common management method that focuses on supervision and strict monitoring of employees. Typically, managers who apply theory X are more authoritarian.
This view of people suggests that managers must constantly prod workers to perform and must closely control their on-the-job behavior. Theory X managers tell people what to do, are very directive, like to be in control, and show little confidence in employees.
Theory X. According to McGregor, Theory X management assumes the following: Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Most people are not ambitious, have little desire for responsibility, and prefer to be directed.
Theory X is based on the assumption that employees inherently dislike work and will avoid it if they can. Managers who adhere to Theory X believe that employees must be closely supervised and controlled to ensure productivity. They view the average worker as inherently lazy, lacking ambition, and resistant to change.
In strong contrast to Theory X, Theory Y management makes the following assumptions: Work can be as natural as play if the conditions are favorable. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them.