Douglas McGregor: (Challenging Traditional Assumptions about Employees

Douglas McGregor: (Challenging Traditional Assumptions about Employees): He developed two assumptions about human behavior, which called “Theory X” and “Theory Y”.

“Theory X” presents an essentially negative view of the people. Its managers assume that workers are lazy, have little ambition, dislike work, want to avoid responsibility and need to be closely directed to make them effectively.

“Theory Y” is more positive and presumes that workers can be creative and innovative, are willing to take responsibilities, can exercise self-control and can enjoy their work. They generally have higher level needs which have not been satisfied by the job.


Comparison of Theory X and Theory Y Characteristics
Theory X (US Culture) Theory Y (Japanese Culture)
Most people dislike work and they avoid it when they can. Work is a natural activity like play or rest.
Most people must be coerced and threatened with punishment before they work. They require close direction. People are capable of self-direction and self-control if they are committed to objectives.
Most people preferred to be directed. They avoid responsibility and have little ambition. They are interested only in security. People become committed to organizational objectives if they are rewarded in doing so.

Rensis Likert’s (Linking Pin): Likert was on the opinion that traditional job-oriented supervision was the cause of low productivity and low morale. He emphasized participative management ion the field of decision-making. He divided management styles into the following categories:
(i) Exploitative Autocratic: There is no participation of workers because these leaders have no confidence in them.

(ii) Benevolent Autocratic: There is no proper confidence in subordinates in subordinates and the relationship is that of a master and servant.

(iii) Participative: The subordinates are allowed to participate in decisions involving their lives. Leader does not have full confidence in them.