Douglas McGregor proposed Theory X and Theory Y to describe two different approaches to managing people based on underlying assumptions about human nature. Theory X assumes people dislike work and need to be coerced, while Theory Y assumes people can exercise self-direction and commitment if properly motivated. McGregor argued Theory Y would lead to more effective management by satisfying employees' higher-level needs and involving them in decision making. His ideas influenced later concepts like job enrichment and remain influential in management studies today despite some criticism.
In this slide share the topic motivation is measuring the employees performence and how the employees behaviour in the organisation. In this sub topic is McGregor theory x&y.In the theory x group is efficient worker and theory y group is in-efficient workers
Training Presentation on Human Resource Management with basic approaches and theories for Students and professionals to understand the basic concept of HRM.
Early management theories relevant to the modern worldAlina Cobuz
This research report aims to identify how early management theories have an impact on modern strategies implemented in businesses. The three main theories that are to be analyzed were established and proposed by Max Weber, Henri Fayol and Frederick Taylor in the 20th Century.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
In this slide share the topic motivation is measuring the employees performence and how the employees behaviour in the organisation. In this sub topic is McGregor theory x&y.In the theory x group is efficient worker and theory y group is in-efficient workers
Training Presentation on Human Resource Management with basic approaches and theories for Students and professionals to understand the basic concept of HRM.
Early management theories relevant to the modern worldAlina Cobuz
This research report aims to identify how early management theories have an impact on modern strategies implemented in businesses. The three main theories that are to be analyzed were established and proposed by Max Weber, Henri Fayol and Frederick Taylor in the 20th Century.
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
X and Y are about the human motivational theory developed by Douglas McGregor. it is about understanding your assumptions about employees motivation can help you learn to manage more effectively.
Theory X and theory Y are part of motivational theories. Both the theories, which are very different from each other, are used by managers to motivate their employees. Theory X gives importance to supervision, while theory Y stresses on rewards and recognition.
LMC explains the 6 management theories created in the 19th & 20th century. These theories describe the different ways management can be conducted or formulated.
Organizational Development 101 - Alternative ApproachesRoland Bair
This is the first discussion I facilitate on organisational development. We will discuss how societal development lead to alternative organizational approaches.
We will go through those on principle-level and discuss own experiences.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1. introduction
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's ideas suggest 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.
McGregor's ideas significantly relate to modern understanding of the Psychological
Contract, which provides many ways to appreciate the unhelpful nature of X-Theory
leadership, and the useful constructive beneficial nature of Y-Theory leadership
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.
2. McGregor argued that the conventional approach to managing was based on three major
propositions, which he called Theory X:
1. Management is responsible for organizing the elements of productive enterprise-money,
materials, equipment, and people-in the interests of economic ends.
2. With respect to people, this is a process of directing their efforts, motivating them,
controlling their actions, and modifying their behavior to fit the needs of the organization.
3. Without this active intervention by management, people would be passive-even resistant-
to organizational needs. They must therefore be persuaded, rewarded, punished, and
controlled. Their activities must be directed. Management's task was thus simply getting
things done through other people.
According to McGregor, these tenets of management are based on less explicit assumptions
about human nature. The first of these assumptions is that individuals do not like to work and
will avoid it if possible. A further assumption is that human beings do not want responsibility
and desire explicit direction. Additionally, individuals are assumed to put their individual
concerns above that of the organization for which they work and to resist change, valuing
security more than other considerations at work. Finally, human beings are assumed to be easily
manipulated and controlled. McGregor contended that both the classical and human relations
approaches to management depended this same set of assumptions. He called the first style of
management "hard" and identified its methods as close supervision, tight controls, and coercion.
The hard style of management led to restriction of output, mutual distrust, unionism, and even
sabotage. McGregor called the second style of management "soft" and identified its methods as
permissiveness and need satisfaction. McGregor suggested that the soft style of management
often led to managers' failure to perform their managerial role. He also pointed out that
employees often take advantage of an overly permissive manager by demanding more but
performing at lower levels.
McGregor drew upon the work of Abraham Maslow (1908-1970) to explain why Theory X
assumptions led to ineffective management. Maslow had proposed that man's needs are arranged
in levels, with physical and safety needs at the bottom of the needs hierarchy and social, ego, and
self-actualization needs at upper levels of the hierarchy. Maslow's basic point was that once a
need is met, it no longer motivates behavior; thus, only unmet needs are motivational. McGregor
argued that most employees already had their physical and safety needs met and that the
motivational emphasis had shifted to the social, ego, and self-actualization needs. Therefore,
management had to provide opportunities for these upper-level needs to be met in the workplace,
or employees would not be satisfied or motivated in their jobs.
Such opportunities could be provided by allowing employees to participate in decision making,
by redesigning jobs to make them more challenging, or by emphasizing good work group
relations, among other things. According to McGregor, neither the hard style of management
based on the classical school nor the soft style of management inspired by the human relations
movement were sufficient to motivate employees. Thus, he proposed a different set of
assumptions about human nature as it pertains to the workplace
3. Comparing Theory X and Theory Y
Motivation
Theory X assumes that people dislike work; they want to avoid it and do not want to
take responsibility. Theory Y assumes that people are self-motivated, and thrive on
responsibility.
Management Style and Control
In a Theory X organization, management is authoritarian, and centralized control is
retained, whilst in Theory Y, the management style is participative: Management
involves employees in decision making, but retains power to implement decisions.
Work Organization
Theory X employees tend to have specialized and often repetitive work. In Theory Y,
the work tends to be organized around wider areas of skill or knowledge; Employees
are also encouraged to develop expertise and make suggestions and improvements.
Rewards and Appraisals
Theory X organizations work on a ‘carrot and stick’ basis, and performance appraisal is
part of the overall mechanisms of control and remuneration. In Theory Y organizations,
appraisal is also regular and important, but is usually a separate mechanism from
organizational controls. Theory Y organizations also give employees frequent
opportunities for promotion.
Application
Although Theory X management style is widely accepted as inferior to others, it has its
place in large scale production operation and unskilled production-line work. Many of
the principles of Theory Y are widely adopted by types of organization that value and
encourage participation. Theory Y-style management is suited to knowledge work and
professional services. Professional service organizations naturally evolve Theory Y-
type practices by the nature of their work; Even highly structure knowledge work, such
as call center operations, can benefits from Theory Y
principles to encourage knowledge sharing and continuous improvement.
4. Theory Y
McGregor put forth these assumptions, which he believed could lead to more effective
management of people in the organization, under the rubric of Theory Y. The major propositions
of Theory Y include the following:
1. Management is responsible for organizing the elements of productive enterprise-money,
materials, equipment, and people in the interests of economic ends.
2. People are not by nature passive or resistant to organizational needs. They have become
so as a result of experience in organizations.
3. The motivation, potential for development, capacity for assuming responsibility, and
readiness to direct behavior toward organizational goals are all present in people-
management does not put them there. It is a responsibility of management to make it
possible for people to recognize and develop these human characteristics for themselves.
4. The essential task of management is to arrange organizational conditions and methods of
operation so that people can achieve their own goals by directing their efforts toward
organizational objectives.
Thus, Theory Y has at its core the assumption that the physical and mental effort involved in
work is natural and that individuals actively seek to engage in work. It also assumes that close
supervision and the threat of punishment are not the only means or even the best means for
inducing employees to exert productive effort. Instead, if given the opportunity, employees will
display self-motivation to put forth the effort necessary to achieve the organization's goals. Thus,
avoiding responsibility is not an inherent quality of human nature; individuals will actually seek
it out under the proper conditions. Theory Y also assumes that the ability to be innovative and
creative exists among a large, rather than a small segment of the population. Finally, it assumes
that rather than valuing security above all other rewards associated with work, individuals desire
rewards that satisfy their self-esteem and self-actualization needs.
Although McGregor did not believe that it was possible to create a completely Theory Y-type
organization in the 1950s, he did believe that Theory Y assumptions would lead to more
effective management. He identified several approaches to management that he felt were
consistent with the precepts of Theory Y. These included decentralization of decision-making
authority, delegation, job enlargement, and participative management. Job enrichment programs
that began in the 1960s and 1970s also were consistent with the assumptions of Theory Y.
5. CRITICISM OF THEORY Y
The goal of managers using Theory X management styles was to accomplish organizational
goals through the organization's human resources. McGregor's research suggested that when
work was better aligned with human needs and motivations, employee productivity would
increase. As a result, some critics have suggested that, rather than concern for employees, Theory
Y style managers were simply engaged in a seductive form a manipulation. Even as managers
better matched work tasks to basic human motivational needs through participative management,
job rotation, job enlargement, and other programs that emerged at least partly from McGregor's
work, managers were still focusing on measures of productivity rather than measures of
employee well-being. In essence, critics charge that Theory Y is a condescending scheme for
inducing increased productivity from employees, and unless employees share in the economic
benefits of their increased productivity, then they have simply been duped into working harder
for the same pay
THEORY X AND THEORY Y IN THE TWENTY-FIRST CENTURY
McGregor's work on Theory X and Theory Y has had a significant impact on management
thought and practice in the years since he first articulated the concepts. In terms of the study of
management, McGregor's concepts are included in the overwhelming majority of basic
management textbooks, and they are still routinely presented to students of management. Most
textbooks discuss Theory X and Theory Y within the context of motivation theory; others place
Theory X and Theory Y within the history of the organizational humanism movement.
Theory X and Theory Y are often studied as a prelude to developing greater understanding of
more recent management concepts, such as job enrichment, the job-characteristics model, and
self-managed work teams. Although the terminology may have changed since the 1950s,
McGregor's ideas have had tremendous influence on the study of management.
In terms of the practice of management, the workplace of the early twenty-first century, with its
emphasis on self-managed work teams and other forms of worker involvement programs, is
generally consistent with the precepts of Theory Y. There is every indication that such programs
will continue to increase, at least to the extent that evidence of their success begins to
accumulate.
6. EFFECT ON MANAGEMENT FUNCTIONS
In their well-known textbook, Harold Koontz and Cyril O'Donnell illustrated how the managerial
functions of planning, leading, and controlling might be affected by Theory X and Theory Y
assumptions. In regard to planning, Theory X assumptions might lead to the superior setting of
objectives with little or no participation from subordinates. Theory Y assumptions, conversely,
should lead to cooperative objectives designed with input from both employees and managers,
resulting in a higher commitment by subordinates to accomplish these shared objectives.
Under Theory X, managers' leadership styles are likely to be autocratic, which may create
resistance on the part of subordinates. Communication flow is more likely to be downward from
manager to the subordinates. In contrast, Theory Y may foster leadership styles that are more
participative, which would empower subordinates to seek responsibility and be more committed
to goal achievement. Theory Y leadership should increase communication flow, especially in the
upward direction.
In regard to control, Theory X is likely to result in external control, with the manager acting as a
performance judge; the focus is generally on the past. Conversely, Theory Y should lead to
control processes based on subordinates' self-control. The manager is more likely to act as a
coach rather than a judge, focusing on how performance can be improved in the future rather
than on who was responsible for past performance. Although the conceptual linkages between
Theory X and Theory Y assumptions and managerial styles are relatively straightforward,
empirical research has not clearly demonstrated that the relationship between these assumptions
and managers' styles of planning, organizing, leading, and controlling is consistent with
McGregor's ideas.