Theory Z: The In-Between and Grey Area Name Here Indiana University – Purdue University Fort Wayne 3/24/2013 Abstract The purpose of this paper is to discuss the popular Theory X and Theory Y made famous by Douglas McGregor in the 1960’s which offers a very “hard” and “soft” view of leadership and addresses the grey area that is not addressed in his theory. We will take a look at the theory that is relatively new and in many respects attempts to blend the best of both of McGregor’s theories
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for which he is famously credited‚ Theory X and Theory Y. His theory X‚ which is defined as the authoritative management style‚ posits that employees need to be closely monitored and controlled. On the other hand‚ Theory Y‚ popularly known as the participative management style‚ answers this with the first alternative‚ that is‚ that employees‚ may be counted on to do good work on their own and thus may be empowered to act on their own initiative. Theory Y makes the following assumptions: * Given
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2–4Weber’s Bureaucracy Copyright © 2010 Pearson Education‚ Inc. Publishing as Prentice Hall 2–2 Theory X and Y • Douglas McGregor proposed the two different sets of worker assumptions. Theory X: Assumes the average worker is lazy‚ dislikes work and will do as little as possible. • Managers must closely supervise and control through reward and punishment. Theory Y: Assumes workers are not lazy‚ want to do a good job and the job itself will determine if the worker likes
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John Mackey‚ Cofounder and Co-CEO of Whole Market‚ Believes in "Conscious Capitalism" (pp. 29 & 30) What role‚ if any‚ does McGregor’s Theory Y play at Whole Foods? Explain. Mackey clearly took notes on McGregor’s theories on how and why people are the way they are at work. He took more to the Theory Y side: the moral and loyal view of people at work. Mackey feels that he and the company are viewed and based on the more heroic side of things‚ meaning that he aims to not only provide to the world
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relevant today. Authors have tried to modernise the theory but the basics remain the same. Laurie J. Mullins describes Theory X type workers as having an “Instrumental Orientation” and Theory Y type workers as being of “Bureaucratic Orientation” (Mullins 2007‚ P9). This is proof that McGregor’s Theory XY was not only true in management of the time but remains true today. Theory X works on the principle that all the workers need a high amount of supervision and control. This can because the workers are
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Problems of an Industrial Civilization. True False | 14. | Mary Parker Follett urged managers to demand job performance from employees instead of merely attempting to motivate them. True False | 15. | According to McGregor’s Theory Y‚ managers could accomplish more by believing that employees require close direction when they are working. True
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two distinct views of human beings: one basically negative‚ labeled Theory X‚ and the other basically positive‚ labeled Theory Y. After viewing the way in which managers dealt with employees. McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behaviour toward employees according to these assumptions. Under Theory X‚ the four assumptions held by managers are: 1. Employees inherently dislike
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self-control‚ which he called theory X and theory Y‚[3] respectively. Theory Y is the practical application of Dr. Abraham Maslow’s Humanistic School of Psychology‚ or Third Force psychology‚ applied to scientific management. Although McGregor’s book on the theory was not published until 1960‚ he first outlined it in a speech at MIT’s Sloan School of Management in April 1957. In “Frontiers of Excellence” (Nicholas Brealey‚ 1994) Robert Waterman revealed that Theory Y had been a secret weapon in Procter
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Running Header: MY X AND Y TWO WAY STREET 1 My X and Y Two Way Street MGT 302 Organizational Behavior and Teamwork Bernard L. Aguon Trident University International MY X AND Y TWO WAY STREET 2 Abstract After reading through the various articles and learning about the different companies
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employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory Y. (1)Theory X assumes that the average person: dislikes work and attempts to avoid it‚ has no ambition‚ wants no responsibility‚ and would rather follow than lead. Is self-centered and therefore does not care about organizational goals‚ resists change‚ is gullible and not particularly intelligent. (1)Theory Y makes the following general assumptions: work can be as natural as play and rest‚ people
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