Avoid responsibility and need constant direction. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied.
Performance Appraisals - Having the employee set objectives and participate in the process of evaluating how well they were met.
Assumptions of Theory X An average employee intrinsically does not like work and tries to escape it whenever possible.
Theory Y Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. Participative Management - Consulting employees in the decision making process taps their creative capacity and provides them with some control over their work environment.
This style of management assumes that workers are: Beyond this point, the two theories of management diverge. This encourages a more collaborative relationship between managers and their team members. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization.
The soft approach results in ever-increasing requests for more rewards in exchange for ever-decreasing work output. If properly implemented, such an environment would result in a high level of motivation as employees work to satisfy their higher level personal needs through their jobs.
Authority is rarely delegated, and control remains firmly centralized. However, neither of these extremes is optimal. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.
They exercise their physical and mental efforts in an inherent manner in their jobs. Theory Y makes the following general assumptions: Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff.
However, McGregor asserts that neither approach is appropriate because the assumptions of Theory X are not correct. Have to be controlled, forced and threatened to deliver work. As such, it is these higher-level needs through which employees can best be motivated. More involved in decision making.
Consequently, the only way that employees can attempt to satisfy their higher level needs in their work is by seeking more compensation, so it is quite predictable that they will focus on monetary rewards.
An average employee can learn to admit and recognize the responsibility. This style of management assumes that workers: In fact, he can even learn to obtain responsibility.
Theory Y organizations also give employees frequent opportunities for promotion. Dislikes work and attempts to avoid it.
Under Theory X, people use work to satisfy their lower needs, and seek to satisfy their higher needs in their leisure time. Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control staff and "keep tabs" on them. He avoided descriptive labels and simply called the theories Theory X and Theory Y.
People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment.
Is gullible and not particularly intelligent. From this reasoning, McGregor proposed an alternative:Otokiti () McGregor’s theory X and Y remains central to organisational development and to improving organisational culture.
McGregor’s theory X and Y is a salutary and simple remainder of the natural rules for managing people, which under the pressure. A Caring Approach in Nursing Administration The next six content areas on the model are the concepts that I believe are most importance in building a caring theory for nursing administra.
Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District Journal of Public Administration Research and Theory, 13 (3) (), pp.
Burns and Burns, THEORY X, Y AND Z IN NURSING ADMINISTRATION According to Mc Gregor, the traditional manager in a bureaucracy operates on a set of assumptions about human nature and human behaviour, which was called as Theory X. Management > Theory X and Theory Y.
Theory X and Theory Y. In his book, The Human Side of Enterprise, Douglas McGregor proposed two theories by which to view employee mi-centre.com avoided descriptive labels and simply called the theories Theory X and Theory mi-centre.com of these theories begin with the premise that management's role.
Free Essay: THEORY X, Y AND Z IN NURSING ADMINISTRATION According to Mc Gregor, the traditional manager in a bureaucracy operates on a set of assumptions.Download