[TableTopic]
Douglas McGregor's XY Theory
Summary
This article introduce three theories of managment, Douglas McGregor's XY Theory, and William Ouchi's Theory Z.
In theory X, the average person dislikes work, so most people must be forced with threat of punishment to work. Besides, they perfer to be directed and avoid responsibility. Therefore, the characteristics of the x theory manager are results-driven and deadline-driven, unconcerned about staff welfare, or morale, poor listener and so on. It's hard to work with X theory boss, but it still has ways to manage these kind of boss. For example, if an X theory boss tells you how to do things in ways that are not comfortable or right for you, then don't question the process, simply confirm the end-result that is required, and check that it's okay to 'streamline the process' or 'get things done more efficiently' if the chance arises - they'll normally agree to this, which effectively gives you control over the 'how', provided you the delivery of 'what' and 'when'.
In theory Y, people will apply self-control and self-direction in pursuit of organisational objectives. They usually accept and often seek responsibility.
In the team, the capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
The theory Z advocates a combination of all that's best about theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organisation. Although it's a good idea, it lacks the simple elegance of Mcgregor's model, so few managers use it.
In theory X, the average person dislikes work, so most people must be forced with threat of punishment to work. Besides, they perfer to be directed and avoid responsibility. Therefore, the characteristics of the x theory manager are results-driven and deadline-driven, unconcerned about staff welfare, or morale, poor listener and so on. It's hard to work with X theory boss, but it still has ways to manage these kind of boss. For example, if an X theory boss tells you how to do things in ways that are not comfortable or right for you, then don't question the process, simply confirm the end-result that is required, and check that it's okay to 'streamline the process' or 'get things done more efficiently' if the chance arises - they'll normally agree to this, which effectively gives you control over the 'how', provided you the delivery of 'what' and 'when'.
In theory Y, people will apply self-control and self-direction in pursuit of organisational objectives. They usually accept and often seek responsibility.
In the team, the capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
The theory Z advocates a combination of all that's best about theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organisation. Although it's a good idea, it lacks the simple elegance of Mcgregor's model, so few managers use it.
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