Theory X and Theory Y

The XY theory of management was put forward in 1960 in a book entitled “The Human Side of Enterprise” by an American social psychologist named Douglas McGregor. He examined individuals’ behaviour at work and came with the two models of management

•  Authoritarian style (X)
•  Participant style (Y)  

THEORY X	THEORY Y
Assumes that people are lazy and don’t like work and are motivated by money. Therefore people have to be forced to work. Managers need to be controlling and motivate by threats and fear. The leadership style used will be autocratic	· Assumes that people seek fulfillment through work and are willing to work hard.   Workers do not need to be controlled. The management motivate by encouragement and inclusion The leadership style used is democratic or free-rein.

Now let’s apply this theory for the following conditions find out the implications

•  Theory X Manager assumes LAZY workers as LAZY and makes them work:

Considering the assumption of Theory X, authoritarian type of management will be fruitful in this case. A lazy worker doesn’t take any responsibility until and unless they are forced so if manager identify them correctly it can bring output from them.

•  Theory X Manager assumes NOT LAZY workers as  LAZY and makes them work

Theory X assumes worker are inherently lazy and avoid work and needs to supervised, while in this particular case comprehensive system of control on not lazy workers can lead to dissatisfaction amongst them and workers may not have beneficial relationship with manager which would have negative repercussion on organization.

• Theory Y Manager assumes LAZY workers as NOT LAZY and makes them work

According to Theory Y workers are assumed of having self-control and self-direction in accomplishing objectives. In this case positive set of beliefs contained by manager as Lazy worker will try to exploit the freedom given and so manager will not be able extract desired output from the worker

• Theory Y Manager assumes NOT LAZY workers as NOT LAZY and makes them work

In this case managers communicate openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This climate would be sharing of decision making so that subordinates have say in decisions that influence them. This case will be best for organization point of view.

 

One of my experience that can be interlinked with the XY Theory.

In my previous employer I worked with good number of managers and everyone has some unique way of work style. I want to mention about one of my senior in my department, his methodology, views and its implications. It was a manufacturing industry and manager has to be firm as one has to lead large team in tough working condition which might not be very motivating for most of the people.According to the assumption of XY theory he can be considered as X type of manager as he was having authoritative values, always used to have command over all the subordinated and rarely created a positive environment where everyone could participate. As it was manufacturing firm this type of behavior produced good output but the dissatisfaction level amongst subordinates was high. Due to non-addressing of grievances it has to be come out someday. One day breakdown occurred in system and as many of the employees were monotonous, just doing what was demanded and also not keen interest towards the issue rectification so could not bring any effective solution immediately that resulted in quit a good loss.

So combining my experience and the theory I  think both the assumptions if applied individually might not create desired result however good blend of both can give positive output.