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Theory X assumes autocratic management. The theory says that managers under Theory
X assume that most people are naturally lazy and need to be controlled and supervised.
This style of management assumes that workers:
Dislike working.
Avoid responsibility and need to be directed.
Have to be controlled, forced, and threatened to deliver what's needed.
Need to be supervised at every step, with controls put in place.
Need to be enticed to produce results; otherwise they have no ambition or incentive to work.
Characteristics of Theory X managers
Some of the characteristics of Theory Y managers can be seen. Theory Y managers are quite
opposite to that of Theory X.
Even Theory Y managers are results-oriented, after all, but they are also concerned with not
just the completion of work, but they assist their subordinates in doing things.
Theory Y managers are very tolerant in nature. They tolerant mistakes and try to rectify them
by explaining what should not be done and what needs to be done.
Theory Y managers do not distance out from their employees. They think it is all one team
including oneself and move along providing motivation and encouragement to the team.
They do not threat employees for non-compliance. Instead, they explain them about the norms
and compliance issues and make them realize that instructions are for the betterment of work.
Manager Adopting Theory Y believes
Theory X Theory Y
Work Organization • Specialized and often repetitive work • Wider areas of skill or knowledge
• Employees can develop their expertise and
make suggestions
Rewards and Appraisals • ‘Carrot and stick’ • Separate from organizational controls
• Frequent promotion opportunities
Conclusion
Though these theories are very basic in nature, they provide a platform for future
generations of management theorists and practitioners to understand the changing
dynamics of human behavior. McGregor’s X-Y Theories remain guiding principles
to the management to evolve processes which help in organizational development.