Theory X and Y

douglas mcgregor - theory x y

Douglas McGregor's XY Theory, managing an X Theory boss, and William Ouchi's Theory Z

Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture.

McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.

McGregor maintained that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.

theory x ('authoritarian management' style)

The average person dislikes work and will avoid it he/she can.

Therefore most people must be forced with the threat of punishment to work towards organisational objectives.

The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

theory y ('participative management' style)

Effort in work is as natural as work and play.

People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.

Commitment to objectives is a function of rewards associated with their achievement.

People usually accept and often seek responsibility.

The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.

In industry the intellectual potential of the average person is only partly utilised.

free theory xy diagram

free xy theory test - personal and organizational

characteristics of the x theory manager

What are the characteristics of a Theory X manager? Typically some, most or all of these:

results-driven and deadline-driven, to the exclusion of everything else

intolerant

issues deadlines and ultimatums

distant and detached

aloof and arrogant

elitist

short temper

shouts

issues instructions, directions, edicts

issues threats to make people follow instructions

demands, never asks

does not participate

does not team-build

unconcerned about staff welfare, or morale

proud, sometimes to the point of self-destruction

one-way communicator

poor listener

fundamentally insecure and possibly neurotic

anti-social

vengeful and recriminatory

does not thank or praise

withholds rewards, and suppresses pay and remunerations levels

scrutinises expenditure to the point of false economy

seeks culprits for failures or shortfalls

seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence

does not invite or welcome suggestions

takes criticism badly and likely to retaliate if from below or peer group

poor at proper delegating - but believes they delegate well

thinks giving orders is delegating

holds on to responsibility but shifts accountability to subordinates

relatively unconcerned with investing in anything to gain future improvements

unhappy

how you can manage upwards your X theory boss:

Working for an X theory boss isn't easy - some extreme X theory managers make extremely unpleasant managers, but there are ways of managing these people upwards. Avoiding confrontation (unless you are genuinely being bullied, which is a different matter) and delivering results are the key tactics.

Theory X managers (or indeed theory Y managers displaying theory X behaviour) are primarily results oriented - so orientate your your own discussions and dealings with them around results - ie what you can deliver and when.

Theory X managers are facts and figures oriented - so cut out the incidentals, be able to measure and substantiate anything you say and do for them, especially reporting on results and activities.

Theory X managers generally don't understand or have an interest in the human issues, so don't try to appeal to their sense of humanity or morality. Set your own objectives to meet their organisational aims and agree these with the managers; be seen to be self-starting, self-motivating, self-disciplined and well-organised - the more the X theory manager sees you are managing yourself and producing results, the less they'll feel the need to do it for you.

Always deliver your commitments and promises. If you are given an unrealistic task and/or deadline state the reasons why it's not realistic, but be very sure of your ground, don't be negative;