mcgregor'stheory -x and theory -y ppt

8/9/2019 Mcgregor'Stheory -x and Theory -y PPT

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MCGREGOR'STHEORY -X AND THEORY -Y

The management's action of motivatinghuman beings in the organisation,according to McGregor, involves certain

assumptions, generalisations andhypotheses relating to human behaviourand human nature

McGregor has characterised theseassumptions in two opposite points,Theory X and Theory Y.


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Theory X.

This is the traditional theory of human

behaviour. McGregor has certain assumptionsabout

human behaviour.

ssumptions are as follows!


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"#. Management is responsible fororganising the elements of productiveenterprises$money, materials, e%uipment&

people$in the interest of economic ends..# (ith respect to people, this is a process

of directing their efforts, motivating them,

controlling their actions, modifying theirbehaviour to fit the needs of theorganisation.


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)# (ithout this active intervention by

management, people would be passive

even resistant$to organisational needs.

They must be persuaded, rewarded,

punished, controlled, and their activities

must be directed. This is management's

tas*. (e often sum it up by saying thatmanagement consists of getting things

done through other people.


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+# The average man is by nature indolent$hewor*s as little as possible.

# -e lac*s ambition, disli*es responsibility,and prefers to be led.

#-e is inherently self$centered, indifferentto organisational needs.

/# -e is, by nature, resistant to change.0# -e is gullible, not very bright, the ready

dupe of charlatan and the demagogue.


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Theory Y.The assumptions of Theory Yare described byMcGregor in the following words!

". The e1penditure of physical and mental effort in wor*is natural as play or rest. The average human being does

not inherently disli*e wor*. 2epending upon controllableconditions, wor* may be a source of satisfaction or asource of punishment.

. 31ternal control and the threat of punishment are notthe only means for bringing about effort towardsorganisational ob4ectives. Man will e1ercise self directionand self$control in the service of ob4ectives to which he iscommitted.


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)# 5ommitment to ob4ectives is a function of thereward associated with their achievement. Themost significant of such awards, e.g. thesatisfaction of ego and self$actualisation needs,

can be direct product of effort directed towardsorganisational ob4ectives.

+# The average human being learns under properconditions not only to accept, but to see*

responsibility. voidance of responsibility, lac* ofambition, and. emphasis on security aregenerally conse%uences of e1periences, notinherent human characteristics.


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. The capacity to e1ercise a relativelyhigh degree of imagination, ingenuity, andcreativity in the solution of organisational

problems is widely, not narrowly,distributed in the population.

. 6nder the conditions of modern

industrial life, the intellectual potentialitiesof the average human being are onlypartially utilised.

mcgregor'stheory -x and theory -y ppt

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