Douglas McGregor was an American Social Psychologist. He was born in 1906 in Detroit, MI., and passed away October 1, 1964, in Massachusetts at the age of 58. He studied at Harvard University, where he later became a professor. Later in his career, McGregor became president of Antioch College in 1948. Douglas was president there for six years.
McGregor had an informal teaching style. Most students recall him sitting with his feet up on the desk or walking around jangling keys or coins as he spoke. Douglas did not publish much but when he did it had great impact. Such as his book titled “The Human Side of Enterprise" published in 1960. A few of his other books include Professional Manager (1967) and Leadership and Motivation.
Abraham H. Maslow …show more content…
The assumptions for the X and Y theory are based off assumptions of social science research. Here is a break down summary of each theory type. Assumptions under Theory X are, the average human being dislikes work and will avoid it if possible. A person under this category prefers to be directed and controlled. Also, people in this category needs to me motivated to get tasks complete. ” These managers tend to micro-manage, be extremely task oriented and not put much emphasis on building positive relationships. Little emphasis is shown towards developing a positive work environment, and recognition and appreciation would be rare. People working for these managers tend to be motivated by fear and feel unappreciated.” (Friesen, W.) On the other hand, people that fall under the Theory Y assumption are able to be self directed and controlled. Man will direct their-self if he or she is committed to their job. People under this theory accept responsibility. Directions are not needed as much as with people in Theory X. Theory Y is more of a dignified management style. “Theory Y managers tend to be participative when making decisions, and value both results and relationships. These managers tend to delegate and empower their people because they trust them and feel they will do good work (i.e., managers are “coaches”)” (Friesen …show more content…
I will recall when I was working for a manager. How did I fell when I was constantly watched over? I will also recall wanting that extra responsibility and wondering why the managers did or did not allow it. When I look at my employees I will ask myself these questions and hopefully be able to answer the questions. Paying attention to how my employees react when given extra responsibility or when given the freedom to complete a task without being closely watched over. Depending on how they respond will let me know if I should be more of a type X or Y manager when referring to McGregor’s theory. “Many managers tend towards Theory X, and generally get poor results—especially over the longer term. Enlightened managers mostly use Theory Y, which produces better performance and results, and allows people to grow and develop.” (Friesen, W.) Over all I believe you need to use both theory’s when managing employees. Some will assume responsibility while others wait to be given orders. If managers can find a way to balance the two theories’ there is no dough that a company would not be able succeed and become something even
McGregor had an informal teaching style. Most students recall him sitting with his feet up on the desk or walking around jangling keys or coins as he spoke. Douglas did not publish much but when he did it had great impact. Such as his book titled “The Human Side of Enterprise" published in 1960. A few of his other books include Professional Manager (1967) and Leadership and Motivation.
Abraham H. Maslow …show more content…
The assumptions for the X and Y theory are based off assumptions of social science research. Here is a break down summary of each theory type. Assumptions under Theory X are, the average human being dislikes work and will avoid it if possible. A person under this category prefers to be directed and controlled. Also, people in this category needs to me motivated to get tasks complete. ” These managers tend to micro-manage, be extremely task oriented and not put much emphasis on building positive relationships. Little emphasis is shown towards developing a positive work environment, and recognition and appreciation would be rare. People working for these managers tend to be motivated by fear and feel unappreciated.” (Friesen, W.) On the other hand, people that fall under the Theory Y assumption are able to be self directed and controlled. Man will direct their-self if he or she is committed to their job. People under this theory accept responsibility. Directions are not needed as much as with people in Theory X. Theory Y is more of a dignified management style. “Theory Y managers tend to be participative when making decisions, and value both results and relationships. These managers tend to delegate and empower their people because they trust them and feel they will do good work (i.e., managers are “coaches”)” (Friesen …show more content…
I will recall when I was working for a manager. How did I fell when I was constantly watched over? I will also recall wanting that extra responsibility and wondering why the managers did or did not allow it. When I look at my employees I will ask myself these questions and hopefully be able to answer the questions. Paying attention to how my employees react when given extra responsibility or when given the freedom to complete a task without being closely watched over. Depending on how they respond will let me know if I should be more of a type X or Y manager when referring to McGregor’s theory. “Many managers tend towards Theory X, and generally get poor results—especially over the longer term. Enlightened managers mostly use Theory Y, which produces better performance and results, and allows people to grow and develop.” (Friesen, W.) Over all I believe you need to use both theory’s when managing employees. Some will assume responsibility while others wait to be given orders. If managers can find a way to balance the two theories’ there is no dough that a company would not be able succeed and become something even