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Theory X and Theory Y also have implications in military command and control (C2). Older, strictly hierarchical conceptions of C2, with narrow centralization of decision rights, highly constrained patterns of interaction, and limited information distribution tend to arise from cultural and organizational assumptions compatible with Theory X.
An example of socio-cultural theory would be social settings where people work together to solve collective problems. Although individuals will have internalized goals, they will also develop internalized goals of others, as well as new interests and goals collectively with those that they feel socially connected to. [ 56 ]
Temporal motivation theory; Theory X and Theory Y; C. Bertrand Thompson; Two-factor theory; Y. Yale attitude change approach
Theory Y conversely suggests that it is human nature to be motivated by objectives and gain satisfaction through the completion of work. [2] Those who believe in Theory Y believe that it is the responsibility of management to foster environments where employees can develop potential and utilize their skills to achieve objectives. [3]
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]
He has contributed much to the development of the management and motivational theory, and is best known for his Theory X and Theory Y as presented in his book 'The Human Side of Enterprise' (1960), which proposed that manager's individual assumptions about human nature and behavior determined how individual manages their employees. [2]
The Theory X and Theory Y article is well-written and allows the reader to develop an in depth understanding of both theories. The lead paragraph provides a clear definition of Theory X and Y and provides various examples of the differences.
Theory X also postulates that people must be compelled through force, intimidation, or authority, and controlled, directed, or threatened with punishment in order to get them to accomplish the organizational needs. [7] In the minds of authoritarian leaders, people who are left to work autonomously will ultimately be unproductive.