As a specialist in social psychology, Ph.D. Douglas McGregor has long been involved in management issues. After the end of World War II, his name was closely connected with brilliant ideas in this area.
Unfortunately, Douglas McGregor made a contribution to management only thanks to one completed work. This work was the only one that the scientist could present to the world before death took him to the 57th year of his life. The theory of X and U Douglas McGregor and several outline articles that have not been completed - the only legacy of this American sociologist.
MacGregor's main idea for X
Douglas McGregor made two assumptions about the human nature of behavior. In the course of research, he noticed how twofold a human being can be.
So, Douglas McGregor's theory of X suggests a negative opinion about people.
It characterizes a person as one who:
- possesses ambition (even to a small extent, this trait is inherent in everyone);
- Doesn't like to work;
- seeks to avoid responsibility;
- can work effectively only with the strictest supervision.
MacGregor's main idea for Y
In turn, the Douglas McGregor theory Y characterizes a person from a positive point of view.
It shows a person as a person who is capable of:
- to self-organization;
- take responsibility;
- to perceive work as a natural thing, comparable to a game or rest.
These conflicting theories have been put forward based on research.
The defining parameters of the theory
There are a number of fundamental factors that Douglas McGregor analyzed. The theory of x and y is based on the activities of the performer in his workplace. As a result of the study, it was revealed that there are certain parameters that determine the actions of the contractor. Taking them under control, the manager will be able to control the actions of his subordinates.
These options are based on:
- tasks received by subordinates;
- time of receipt of tasks;
- the beliefs possessed by a subordinate in the guarantee of receiving appropriate compensation;
- quality of work tasks;
- expected time to complete tasks;
- the team (close circle) in which the subordinate carries out work;
- funds provided for the performance of tasks;
- instructions issued by management;
- the convictions of the subordinate that he is capable of completing the task;
- the amount of remuneration guaranteed for successfully completed work;
- the level of involvement of the subordinate in the area of ​​problems associated with the task.
Douglas McGregor expressed the view that the propositions relating to Y theory are closer to the truth. They more accurately reflect the essence of the employees, therefore it is these provisions that should be taken into account when building a management strategy and practice.
Theory X: its main points
The provisions relating to the theory of X are as follows:
- Based on their nature, employees have a sharply negative attitude to work. They try by any means to avoid it, if conditions are favorable.
- To achieve the desired result, subordinates should be forced to work. The employee must be closely monitored. As an alternative to this, the threat of punishment for poor performance can be used.
- Employees practice tactics of evading duties assigned to them. For further work, formal instructions are required almost every time the prerequisites for this arise.
- The priority for most employees is primarily a sense of security, and only then all the other factors that are associated with work. As a rule, in such conditions, great ambition is rarely manifested.
Theory U: its main points
This Douglas McGregor theory includes the following points:
- The perception of work is accepted by employees in the same natural form as play or relaxation.
- Subject to the dedication of the staff of your company and its focus on obtaining a good result during the work, additional instructions and external control will not be required.
- The average person can learn to take responsibility for their activities and even learn to develop a desire for it.
- Among the population, the ability to make the right decisions is quite widespread. This ability is not necessarily inherent to management personnel.
Theory X: clarification of the first position
Douglas McGregor notes that the propositions inherent in X theory are quite widespread in the literature on organizations. In reality, management practice and politics use these provisions extremely rarely.
Given the fact that the average person is born with a feeling of hostility to work, McGregor was able to even trace the history of the development of this situation and identify the emphasis that guides managers. They express concern about the likely limitation of production volumes. This leads to the formation of a special system of individual remuneration. Its role fully shows that the basis of this system is the confidence that the leadership needs efforts aimed at combating the person’s tendency to evade work.
Theory X: Clarification of the Second Statement
From the foregoing comes the second position. If we take into account the person’s innate unwillingness to work, there is a need for certain actions on the part of management.
These actions are to:
- force an individual to do work;
- exercise control;
- direct it to action;
- practice intimidation policies against most individuals.
All these actions are aimed at forcing individuals to make a feasible contribution to the achievement of the general goals of the organization.
In this case, the conclusion suggests itself that the reward system is not a guarantee of the successful completion of tasks by the employee. A threat can only be a threat of punishment. And all this follows from the belief that people can carry out work only under the influence of external coercion and control.
Theory X: Clarification of the Third Statement
A third provision states that the average individual would prefer to be controlled from the outside. He is afraid of responsibility, is not characterized by the presence of special ambitions, and in his activity strives primarily for security.
Despite the fact that America’s social and political values ​​indicate that the average person has ideal virtues, most managers in real life live by the belief that “the masses are mediocre.”
Based on the above points, McGregor makes attempts to prove that this intellectual scheme is not abstract. It is widespread in the managerial practice of the modern world.
Clarification of the theory of U
Provisions within the framework of theory X have been criticized by McGregor. According to the theory of U, a person spends his mental and physical strengths not only on rest or play, but also on work, which indicates the natural nature of this expense. Therefore, the average individual will not necessarily be hostile to the performance of tasks.
The need for external control in such conditions disappears. A person will be subject to self-government and self-control, for which the reward functions that are associated with the individual's own achievements are responsible. Moreover, on the part of the individual, the most valuable reward for his work is the feeling of satisfaction of his needs for self-realization and self-affirmation.
It is these aspirations that form the basis for achieving the goals of the organization within the framework of U.