Mcgregor’stheoryxandtheoryy

MCGREGOR’S THEORY X AND
THEORY Y
1

BY
MANISHA VAGHELA

BY: MANISHA VAGHELA vaghela_manisha13@yahoo.com

FLOW OF PRESENTATION
2

 INTRODUCTION
 MEANING
 THEORY X
 THEORY Y
 ASSUMPTION
 COMPARISON X & Y
 IMPLICATIONS OF THEORY X & Y


CONTINUE…
3

 DIFFERENCE
 CONCLUSION
 REVIEW OF THE TOPIC
 BIBLIOGRAPHY


INTRODUCTION
4

 Professor Douglas McGregor of
the U.S.A. Has presented his views
on above theories in the famous
book “The Human Side of
Enterprise” in 1960. He has given
the name „Theory X‟ to the old and
traditional management belief and
„Theory Y‟ to the modern
management belief.

CONTINUE…
5

 He has developed these two theories
while observing employees at work. He
found that the management of various
enterprises were seen believing in
either Theory X or Theory Y.
 Modern Scientists argue that man by
nature is not what Theory X assumes.


CONTINUE…
6

 On the contrary, it is the
circumstances, the philosophy of
getting things done and the work
environment which make man
behave the way the theory
postulates. In other words, this
behavior is not the result of man‟s
inherent nature.

CONTINUE…
7

 Accordingly, McGregor rejected
theory X and proposed Theory Y or
the integration of the individual and
organization goals‟ approach.


THEORY X
8

 Meaning :- The old and traditional
approach of management is that a
worker does not like to work.
Hence, they must be dealt with very
strictly. McGregor called this
approach as Theory X, which
emphasizes the negative aspect of
employee‟s behavior.

THEORY Y 9
 Meaning:-
 McGregor has called Theory Y a
modern theory. It is exactly
opposite to the traditional Theory
X. In Theory Y, the worker is given
a pride of place and active co-
operation between workers and
management is emphasised to
enable the organisation to

CONTINUE…
10

 Accomplish its goals. According to
this theory, a worker by nature has
integrity; he works hard towards the
objectives of enterprise, wants his
organisation to succeed, is not
passive. Theory Y can be said to be
positive and optimistic whereas
Theory X is negative and
pessimistic.

ASSUMPTION OF THEORY X
11

 The average man is by nature
indolent. He works as little as
possible and will avoid it, if he can.
 He avoids to accept any
responsibility. There is need to make
him aware of the dreadful
consequences of his inaction.


CONTINUE…
12

 As the worker has no instinctive
liking for work, there is a need for
monetary incentive to make him
work harder.
 He lacks integrity.
 He avoids making decisions
whenever possible.


CONTINUE…
13

 He lacks ambition, dislikes
responsibility prefers to be lad.
 He is inherently self-
centered, indifferent to organisational
needs.
 He is, by nature, resistant to change.


CONTINUE…
14

 Average human beings have an
inherent dislike of work and will
avoid it if they can.
 Average human beings prefer to be
directed, wish to avoid
responsibility, have relatively little
ambition, and above all want
security.


 McGregor is of the opinion that
15

assumptions about human nature
under Theory X are not true. The
behaviour of employees as assumed
by Theory X is due to environment.
It is the responsibility of
management to provide proper
environment. Then employees would
work enthusiastically.

 They would be 16
prepared to take
responsibility. Their needs must be
satisfied to create such atmosphere.


ASSUMPTION OF THEORY Y
17

 Work is as natural as pay or rest
and work may be a source of
satisfaction to him.
 Under the conditions of modern
industrial life, the intelligence of the
average human being is only
partially utilised.


CONTINUE…
18

 It is not correct to think that the
worker is incompetent for the job
and cannot make the right decision.
 In the present- day industrial
life, the intellectual potentialities of
an average human being are not
utilised fully.


CONTINUE…
19

 The expenditure of physical and
mental effort in work is as natural
as pay or rest.
 The degree of commitment to
objective is in proportion


CONTINUE…
20

 To the size of the rewards associated
with their achievement.
 Average human beings learn, under
proper conditions not only to accept
responsibility but also to seek it.


 The assumptions of Theory Y
suggest a new approach in
21

management. It emphasises on the
co-operative endeavour of
management and employees. The
attempt is to get maximum output
with minimum amount of control
and direction. Generally, no conflict
is visible between organisational
goals and individual goals.

22

 Thus, the attempts of employees
which are in their best interests are
also in the interests of organisation.


COMPARISON OF THEORIS X & Y
23

 Theory X assumes human beings to
be inherently distasteful towards
work. Theory Y assumes that for
human beings work is as nature as
play.
 Theory X emphasises that people do
not have ambition and try to avoid
responsibilities in jobs.

CONTINUE…
24

 The assumption under Theory Y are
just the reverse.
 According to Theory X, most people
have little capacity for creativity
while according to Theory
Y, capacity for creativity is widely
distributed in the population.


CONTINUE…
25

 Theory X emphasises autocreative
leadership; Theory Y emphasises
democratic and supportive
leadership styles.


IMPLICATIONS OF THEORY X & Y
26

 McGregor‟s assumptions in terms of
Theory X and Theory Y are based on
Maslow‟s need hierarchy model. In the
beginning, when the concept of
„economic man‟ was accepted , some
writers emphasised only on the
satisfaction of physicological and safety
needs. These were the basic

CONTINUE…
27

constitutents of the motivation model.
However , because at changes in the
value systems and social
systems, higher-order needs were
emphasised for human beings and
these needs mostly replaced lower-
order needs as constituents of
motivation model.
Similarly, assumptions under theory x

CONTINUE…
28

are being replaced by assumptions under
theory Y. This is being reflected in the
managerial styles and techniques. Today
we emphasise management by
objective, management by integration and
self-control, supportive
management, decentralisation job
enrichment etc.


CONTINUE…
29

 These techniques are applicable in the
organisations where self-
motivated, self-controlled, mature, and
responsible people work. McGregor
believes, that recent researches in the
behavioural sciences have shown that
the assumptions of what he calls
Theory Y may be more valid then the
precepts of Theory X.

CONTINUE…
30

 The major implications of theories X
and Y may be seen in the management
process which are presented in Table
8.2. it may be mentioned that these
processes are not based on any
conclusive proof of research studies but
present a conjectural view based on
assumptions of theories X and Y.

DIFFERENCE BETWEEN X & Y
31

 Theory X  Theory y

 Only superiors set  Subordinates are
objective and associated with
subordinates have to managers in setting
fulfil them. objective.
 Management adopt  Management frames its
policy accordingly. policy accordingly.


CONTINUE…
32

 Subordinates try to  Subordinates try to
achieve the goals laid achieve objective of
down due to fear of organisation with self-
punishment. control and initiative.

 There develops a sense  The management and
of distrust among are prepared to accept
subordinates. their plans and policies.


CONTINUE…
33

 There is a rigid  Control system is self-
system of control impose and no rigid
emphasis is laid on control is there.
control from outside.
 The chain of  Communication become
communication fiows a two way process. It
from upper level to flows from above to
lower level. below and from bottom
to top.


CONTINUE…
34
 Concept of co-  Co-partnership is
partnership is not adopted.
acceptable.
 Motivating factors are  Motivating factors are
lower level needs. higher level needs.


CONCLUSION
35

 Theory X and Y are not the only
two possible theories of management.
They are just two examples among
many theories of management.
 The two theories are not managerial
strategies.


CONTINUE…
36

 They are underlying beliefs about the
nature of man that influence
managers to adopt one strategy
rather than another.


REVIEW OF THE TOPIC
37

 INTRODUCTION
 MEANING
 THEORY X
 THEORY Y
 ASSUMPTION


CONTINUE…
38

 COMPARISON X & Y
 IMPLICATION OF THEORY X & Y
 DIFFERNCE
 CONCLUSION


BIBLIOGRAPHY
39

 Business Organisation
and
Management
Author:- C R Basu
Tata Mc Graw - Hill Publishing
Company Limited New Delhi


CONTINUE…
40

and
Management
Author:- M.C. Shukla
S.CHAND & COMPANY LTD RAM
NAGAR , NEW DELHI


CONTINUE…
41

and
Management-1
Author:- Prin. T.J. Rana
Prof Jyoti D. Shah
Sudhir Prakashan Ahmedabad.


CONTINUE…
42

 Organisational Behaviour
Author:- L. M. Prasad
Sultan Chand & Sons Educational
Publishers New delhi

Essentials of Management
Author:- Harold Koontz
Heinz weihrich

CONTINUE…
43

 Tata Mc Graw - Hill Publishing
Company Limited New Delhi.
 Essentials Of Management
Author:- P. N. Reddy
Himalaya Publishing House
Bombay Delhi Nagpur


vaghela_manisha13@y BY: MANISHA VAGHELA
44
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Mcgregor’stheoryxandtheoryy

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