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McGregor personally held that the more optimistic theory, Y, was more valid. This theory holds that employees can view work as natural, are creative, can be self-motivated, and appreciate responsibility. This type of thinking is popular now, with people becoming more aware of the productivity of self-empowered work teams. [3]
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
In the book The Human Side of Enterprise, McGregor identified an approach of creating an environment within which employees are motivated via authoritative direction and control or integration and self-control, which he called theory X and theory Y, [8] respectively. Having an attitude that workers generally lack motivation, enjoyment, and ...
Douglas McGregor proposed his X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory X and Theory Y are still referred to commonly in the field of management and motivation. McGregor's ideas suggest that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results.
The leader of UnitedHealth Group, the parent company of UnitedHealthcare, paid tribute to slain chief executive officer Brian Thompson and acknowledged that the health care system "does not work ...
The birth of a baby is always a day to celebrate, even if you're a mama mare! One woman is celebrating big time after her white mare gave birth to the most beautiful black colt.
Oil prices will fall to an average of $65 per barrel in 2025 amid an oversupply of crude and a backdrop of slowing demand as countries shift toward cleaner energies and forms of transportation ...
Douglas McGregor's Theory Y and Theory X can also be compared with these two leadership styles. Theory X can be compared with Transactional Leadership where managers need to rule by fear and consequences. In this style and theory, negative behavior is punished and employees are motivated through incentives. [citation needed]