Discussion on Theory Y to Theory X from McGregor Analysis
In any business, there is always need for management, in the essay below we are going to discuss various from McGregor on how he supports the management by use of the two theories which are theory X and also theory Y. the way that the author illustrates theory X is, for instance, a group of different employees working in a certain don’t have or have less motivation in their line then it is advisable for to merge and work as one group to get motivated on their ideas that they come up with. This can be generally being called micromanaging people who are being referred to as theory X by the author. An example of theory X is where maybe we have new employees in a particular organization, and fundamentally new employees don’t mostly get their work done correctly. This is where theory X comes in, and the employees can be merged with other existing employees to make a reasonable work out of them. Through the way, employees combine this highly supports the results of theory X, as illustrated by McGregor (McGregor, 1960).
Regarding also the issue of theory Y the author goes further and illustrates that if the employees have pride in their work and don’t see it as a challenge then through this, it can be referred to as participative management. And if the employers and managers have trust in their employees, then they tend to give them work at their ownership and also do it effectively by themselves. Then this generally illustrates the use of theory Y. an example of such theory in an organization is the case where the manager has trust in the financial analyst of his or her business. Through the expertness that is in the financial analyst then the manager tends to give full confidence on the work in the industry, and through this point of giving a person full ownership of the work to the financial analyst, the author supports this as Theory Y (McGregor, 1966).
Besides that, the author illustrates profoundly that for an organization, the business of fir, to run effectively than the person in charge must-have aspect of analyzing what is the best action to take on his or her employees. And the primary issue that the discusses is motivating of the employees whenever they need that aspect, and this deals with if different employees have less motivation in doing their work correctly then the manager must take action of putting them together so as they can produce and post better results for the companies’ growth (McGregor, 1966). On the other case if individual employees are best suitable in their designated work and the way they work in person defines their expertise in the work, then the manager has to give full ownership of the work. In the discussion below, we are going to look at more difference between the two theories.
Regarding the issue of theory X, this is where managers merge their employees in essence to produce better results for the organization’s growth. Various aspects push the bins to take action in making sure that the employees get to post better results. The employees in most cases always have a list of issues; some being maybe the employees are less motivated on the work. Perhaps they are very new in conducting such tasks, and others think that employees need to be prompted or either rewarded or even punished to ensure they give good work. Employers and managers always have different perspectives on judging the work being done by their employees. Through this style of management managers tend to think their employees; don’t like the work, need instructions on their different responsibility, or either has to be controlled or also threatened to do the job, have no incentives, therefore, need to be motivated through giving them rewards or also promotions. Also, they think that they supervision in every step that they are taking (McGregor, 1966).
According to the incentives and various characteristics of theory X, the author illustrates that through these perceptions, the employees need authority to post good results for the company. Although in recent times, this theory cannot be applicable, but in a large organization, there is a need to implement such values and entities of merging to post good results for the organization.
Lastly, in the case of theory Y, the author goes further and illustrates that managers are very optimistic and also very positive on their employees this due to various qualities that the employees deploy in their line of work. Mangers refer to their employees as many decentralized employees who fall in the class of participative management style meaning that they can rely on their skills and qualities in essence to produce brilliant results (McGregor, 1960). And through these qualities that the employees deploy is that they make a very decent collaborative and trustworthy team with their managers where they don’t need any supervision for them to produce superb results for the organization or business that they are working at. And through these qualities, managers encourage them to grow their responsibility, unlike the theory X employees who need supervision or a group for them to portray good results for their organization. In this theory Y managers assume that their employees have the following qualities; they can work under their initiatives and also have free space for decision making, they are self-motivated in completing their tasks, and through this, they enjoy the act of taking ownership of their work, through their self-responsibility they view their work as fulfilling and also challenging. All these qualities portray qualities of theory Y, making them applicable in most organizations (McGregor, 1960).
References
McGregor, D., & Cutcher-Gershenfeld, J. (1960). The human side of enterprise (Vol. 21, pp. 166-171). New York: McGraw-Hill.
McGregor, D. (1966). The human side of enterprise.