![]() The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity. The management implications for Theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator. Theory X and Y are different two management styles with certain philosophies defined according to each manager within an organization environment. Individuals who seek responsibility (if they are motivated0 McGregor’s ideas about Theory X and Theory Y were first articulated in his article, The Human Side of Enterprise (Lawter et al, 2015). Depending on the working conditions, work could be considered a source of satisfaction or punishment Ordinary people who do not dislike work. Consider effort at work as just like rest or play Theory Y workers were characterised by McGregor as: The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment. Individuals who lack ambition, dislike responsibility and prefer to be led Individuals who dislike work and avoid it where possible Theory X workers could be described as follows: ![]() Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between. ![]() They have developed the popular classification scheme of acceptable and. He did not imply that workers would be one type or the other. McGregor Theory X and Y is the outcomes of the Mayo and his associates work. McGregor developed two theories of human behaviour at work: Theory and X and Theory Y.
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