7 series of transformational leadership: the theory of McGregor
Manufacturing chain of command: Douglas McGregor's Theory X and j.
Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the Massachusetts Institute of Technology Sloan School of Management in the 1960s that were used in the management of human resources and organizational behavior and organizational development. Describe two very different attitudes to the other drive. And McGregor felt that companies follow one or another approach.
Contents [hide]
1 theory Q
Theory 2:00
3 McGregor and Maslow's hierarchy
4 reviews
5 for more information
[Edit] Theory X
In this theory management assumes that employees are lazy by nature, and avoid if they can work. For this reason, workers must be strict control systems and comprehensive controls developed. There is a need for a hierarchical structure to narrow the scope of control at every level. According to this theory, and the staff show little ambition without a program of attractive incentives and avoid responsibility whenever possible.
Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees per se. Usually these managers feel for the sole purpose of employee interest in the job is money. The first person to blame in most cases, without questioning whether the system may be, politics, or lack of training that deserves the blame.
In addition, the theory can be moderators X does not trust any staff member, and they reveal this to the staff for their support through their contacts at all times. Can be considered as theory X manager impediment to staff morale and increase productivity.
Managers who participated in the X theory, tend to be a pessimistic view to the extent of its employees. The director of the X theory holds that employees do not really want to work, they prefer to avoid responsibility, and as coach of the structure of work and activate the employee. As a result of this line of thinking is that the theory X managers naturally adopt a more authoritarian style based on the threat of sanctions.
The main disadvantage to this style of management is that it is very likely to cause diseconomies of scale in large enterprises. Theory Y allows a business to expand while making more profits for the factory floor workers and responsibilities.
[Edit] Theory Y
The director of Al-theory holds that in appropriate circumstances, most people want to do a good job at work and there is a group of creativity used in the workforce. They believe that the satisfaction to do a good job is a strong motivation in itself. The director of Al-theory try to remove obstacles that prevent workers from full self-realization.
Many people interpret the theory of R as a set of assumptions about workers positive. The careful reading of the human dimension of the company reveals that McGregor argues that managers are open to a more positive view of workers and the opportunities it presents.
[Edit] McGregor and Maslow's hierarchy
McGregor's work was based on Maslow's hierarchy of needs. He compilation of Maslow's hierarchy in the "demand reduction" (Theory X) needs and "higher order" (Theory Y) needs, and suggested that the administration can be used to stimulate all the needs of staff.
[Edit] Criticism
Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the Massachusetts Institute of Technology Sloan School of Management in the 1960s that were used in the management of human resources and organizational behavior and organizational development. Describe two very different attitudes to the other drive. And McGregor felt that companies follow one or another approach.
Contents [hide]
1 theory Q
Theory 2:00
3 McGregor and Maslow's hierarchy
4 reviews
5 for more information
[Edit] Theory X
In this theory management assumes that employees are lazy by nature, and avoid if they can work. For this reason, workers must be strict control systems and comprehensive controls developed. There is a need for a hierarchical structure to narrow the scope of control at every level. According to this theory, and the staff show little ambition without a program of attractive incentives and avoid responsibility whenever possible.
Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees per se. Usually these managers feel for the sole purpose of employee interest in the job is money. The first person to blame in most cases, without questioning whether the system may be, politics, or lack of training that deserves the blame.
In addition, the theory can be moderators X does not trust any staff member, and they reveal this to the staff for their support through their contacts at all times. Can be considered as theory X manager impediment to staff morale and increase productivity.
Managers who participated in the X theory, tend to be a pessimistic view to the extent of its employees. The director of the X theory holds that employees do not really want to work, they prefer to avoid responsibility, and as coach of the structure of work and activate the employee. As a result of this line of thinking is that the theory X managers naturally adopt a more authoritarian style based on the threat of sanctions.
The main disadvantage to this style of management is that it is very likely to cause diseconomies of scale in large enterprises. Theory Y allows a business to expand while making more profits for the factory floor workers and responsibilities.
[Edit] Theory Y
The director of Al-theory holds that in appropriate circumstances, most people want to do a good job at work and there is a group of creativity used in the workforce. They believe that the satisfaction to do a good job is a strong motivation in itself. The director of Al-theory try to remove obstacles that prevent workers from full self-realization.
Many people interpret the theory of R as a set of assumptions about workers positive. The careful reading of the human dimension of the company reveals that McGregor argues that managers are open to a more positive view of workers and the opportunities it presents.
[Edit] McGregor and Maslow's hierarchy
McGregor's work was based on Maslow's hierarchy of needs. He compilation of Maslow's hierarchy in the "demand reduction" (Theory X) needs and "higher order" (Theory Y) needs, and suggested that the administration can be used to stimulate all the needs of staff.
[Edit] Criticism
7 series of transformational leadership: the theory of McGregor
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