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.
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; be constructive as to how the
overall aim can be achieved in a way that you know you can deliver.
- Stand
up for yourself, but constructively - avoid confrontation. Never threaten
or go over their heads if you are dissatisfied or you'll be in big trouble
afterwards and life will be a lot more difficult.
- If
an X theory boss tells you how to do things in ways that are not
comfortable or right for you, then don't questioning the process, simply
confirm the end-result that is required, and check that it's okay to
'streamline the process' or 'get things done more efficiently' if the
chance arises - they'll normally agree to this, which effectively gives
you control over the 'how', provided you deliver the 'what' and 'when'.
And this
is really the essence of managing upwards X theory managers - focus and get
agreement on the results and deadlines - if you consistently deliver, you'll
increasingly be given more leeway on how you go about the tasks, which amounts
to more freedom. Be aware also that many X theory managers are forced to be X
theory by the short-term demands of the organisation and their own superiors -
an X theory manager is usually someone with their own problems, so try not to
give them any more.
Comments on Theory X and Theory Y Assumptions
These assumptions are based on social science research which has been carried
out, and demonstrate the potential which is present in man and which
organizations should recognize in order to become more effective.
McGregor
sees these two theories as two quite separate attitudes. Theory Y is difficult
to put into practice on the shop floor in large mass production operations, but
it can be used initially in the managing of managers and professionals.
In
"The Human Side of Enterprise" McGregor shows how Theory Y affects
the management of promotions and salaries and the development of effective
managers. McGregor also sees Theory Y as conducive to participative problem
solving.
It is
part of the manager's job to exercise authority, and there are cases in which
this is the only method of achieving the desired results because subordinates
do not agree that the ends are desirable.
However,
in situations where it is possible to obtain commitment to objectives, it is
better to explain the matter fully so that employees grasp the purpose of an
action. They will then exert self-direction and control to do better work -
quite possibly by better methods - than if they had simply been carrying out an
order which the y did not fully understand.
The
situation in which employees can be consulted is one where the individuals are
emotionally mature, and positively motivated towards their work; where the work
is sufficiently responsible to allow for flexibility and where the employee can
see her or his own position in the management hierarchy. If these conditions
are present, managers will find that the participative approach to problem
solving leads to much improved results compared with the alternative approach
of handing out authoritarian orders.
Once
management becomes persuaded that it is under estimating the potential of its
human resources, and accepts the knowledge given by social science researchers
and displayed in Theory Y assumptions, then it can invest time, money and
effort in developing improved applications of the theory.
McGregor
realizes that some of the theories he has put forward are unrealizable in
practice, but wants managers to put into operation the basic assumption that:
* Staff will contribute more to the organization if they are treated as
responsible and valued employees.
Theory z - William Ouchi
First things first - Theory Z is not a Mcgregor idea and as such
is not Mcgregor's extension of his XY theory.
Theory Z was developed not by McGregor, but by William Ouchi, in his book 1981 'Theory Z: How American management can Meet the
Japanese Challenge'. William Ouchi is professor of management at
UCLA, Los Angeles, and a board member of several large US organisations.
Theory Z is often referred to as the
'Japanese' management style, which is essentially what it is. It's interesting
that Ouchi chose to name his model 'Theory Z', which apart from anything else
tends to give the impression that it's a Mcgregor idea. One wonders if the idea
was not considered strong enough to stand alone with a completely new name...
Nevertheless, Theory Z essentially advocates a combination of all that's best
about theory Y and modern Japanese management, which places a large amount of
freedom and trust with workers, and assumes that workers have a strong loyalty
and interest in team-working and the organisation.
