Theory X and Theory Y

Theories X and Y are management theories or management philosophies that represent two completely different people images. Douglas McGregor Theory X marked the first time in 1960 during his professorship at MIT in his book The Human Side of Enterprise, and saw in it an implicit basis of the traditional hierarchical management. However, McGregor rejected the theory X and preferred from his proposed alternative theory Y.

The Theory X assumes that man is inherently lazy and tried the work as much as possible to go out of the way. In principle, he is motivated from the outside, that is, by extrinsically oriented measures to reward or sanction. In contrast, Theory Y assumes that man is quite ambitious and willingly imposed strict self-discipline and self-control in order to achieve meaningful goals. He sees work as a source of satisfaction and has enjoyed his performance. Also, responsibility and creativity characterize this man.

People image of the theories

Theory X - the man is unwilling

Man has an innate aversion to work and tries her to go out of the way where at all possible. He must by his reluctance to work mostly forced, directed, managed, and threatened with punishment, that he is making a productive contribution to the achievement of organizational objectives. He wants to be " taken in hand ", because it has too little ambition, prefer routine tasks and strives for safety. He is afraid of any responsibility. Therefore, the manager must each action step specify in detail, energetic guide and lead, as well as strict control. Only in this way is an efficient work design possible. Wages alone can not bring himself to seek enough people. That is, in contravention of the rules it requires external controls and penalties and coercion. Its behavior is determined by the majority opinion.

The assumptions of Theory X are essentially the assumptions of Taylorism.

Theory Y - the person is engaged

For the people work has a high priority and is an important source of satisfaction, because he is motivated by nature, willing to work and from the inside. The most important work incentives are the satisfaction of ego needs and the pursuit of self-realization. Therefore, to create conditions that motivate people, for example through greater self-determination, greater responsibilities, more flexible organization structures, group and project work, etc. Identifies the man with the goals of the organization, then external controls are not necessary. For he will take responsibility and take initiative. Also, creativity is encouraged and challenged. Because this person feels committed to the goals of his enterprise, he will act in favor of the organization's goals. Man possesses a high degree of imagination, judgment and ingenuity to solve organizational problems.

The assumptions of Theory Y assumptions correspond essentially to the human relations approach. Theory Y corresponds most corporate mission statements.

Theory Z - the human being is depending on

Since the theories X and Y can be mutually exclusive, met McGregor 1964 his critics with the synthesis of the two management theories to the theory Z which was later taken up by William Ouchi and developed independently.

The assumptions of the theory Z correspond essentially to the Japanese management style.

The self -fulfilling prophecy of theories X and Y

The application of theories X and Y can be very fulfilling prophecies well as himself considered. The application of the theory of X requires that the employees to make strict requirements and to control them. This leads in most cases to a passive attitude to work, which in turn leads to low acceptance of responsibility and commitment. The actual resulting work behavior of employees therefore corresponds to the assumptions of the theory X. This also applies analogously for Theory Y. This fact (or cycle ) is shown in the diagrams below.

Characteristics and manifestations

Manager, in which the human image of the theory X is pronounced, have a more authoritarian style of leadership, that is, it is highly goal-oriented, but hardly employee oriented, because the employees are only means to an end. Contrast, have managers who feel more attracted to Theory Y, a more cooperative or participatory management style and are thus employee-and goal -oriented.

Characteristic of the Theory X are terms such as supervisors, subordinates, commands, instructions and strict control. This contrasts with Y terms such as employees, target agreement ( "Management by Objectives" ) and delegation of tasks, competence and responsibility for the theory.

Design measures for the manager according to the theory X are control, instructions, reporting requirements of employees and disciplinary action. In theory Y are decentralization of decisions, integration of goals, delegating responsibility and group decisions (participation) in the foreground.