Assignment
On
Organizational Behaviour
(Assignment - 3)
SUBMITTED BY:
ANKUR KUMAR SINGH
Roll No.: 16/ECE/119
University Roll No.: 10300316119
Subject code : HU - 801
Semester: 8th
DEPARTMENT OF ELECTRONICS AND COMMUNICATION ENGINEERING
HALDIA INSTITUTE OF TECHNOLOGY
Session: 2019-2020
Assignment - 3
Question : What is theory X and theory Y ?
Answer : Douglas McGregor in 1960 developed a leadership theory (McGregor
Theory X and Theory Y) about organization and management in which he
represented two opposing perceptions about people. He referred to these two
perceptions as Theory X and Theory Y. Douglas McGregor then arrived at the
conclusion that the style of leadership depends on the manager’s perception of
people.
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.
Theory X and theory Y follow different methodologies of keeping people motivated.
Theory X follows an authoritarian approach to motivate people. One of the key
assumption in this approach is that the average employee doesn't like work and will
do anything to avoid it.
The other assumption under theory X is that the employees need to be threatened or
forced to work towards the organizational goals. They will avoid responsibility and
the managers have to supervise them at every step.
Theory X
In Theory X, Douglas McGregor summarizes the traditional view of management in a
number of characteristic assumptions in which autocratic leadership style, close
supervision and the hierarchical principle are the key elements.
Theory X starts from the assumption that people are naturally lazy, want to avoid
work as much as possible, do not wish to take responsibility, have no ambition and
prefer to be supervised. The authoritarian leadership style is therefore the most
appropriate leadership style in Theory X. According to this theory, pure work
motivation consists of financial incentives. People want to avoid work and they must
be continually coerced and controlled. Therefore, the system of rewards and
punishments works best for them. Furthermore, their tasks and how these should
executed must be laid down in detail. According to this theory, people definitely do
not wish to bear any responsibility for their work.
Theory Y
Unlike in Theory X, Douglas McGregor starts from the assumption in Theory Y that
people have different needs. Theory Y assumes that people are inherently happy to
work , they want to exert themselves and they are motivated to pursue objectives.
There is no need for the system that involves rewards and punishments. People are
prepared to take responsibility for everything they do. People want to use their
creativity and they like to take a creative problem solving approach.
Theory X and Theory Y : Capabilities
A democratic leadership style arises on the basis of Theory Y which allows the
employees to have a greater say. Encouragement and rewards are used rather than
control and coercion. Employees are given an opportunity to develop themselves
and put their capabilities to good use. When an organization does not respond to
this, employees will start looking for possibilities to deploy their skills outside their
work. Initially, they will focus on hobbies, committee and voluntary work, but
eventually this could result in a hunt for another job.
Theory X and Theory Y : Influence
A good manager will realize that leadership affects employee behaviour. In addition
to their preference for a certain leadership style and the work that has to be done, a
manager will either opt for Theory X or Theory Y. Theory X will sooner be
implemented in industrial organizations where activities revolve around a high
degree of productivity. In instances where the thinking process is important and the
employee is expected to act on their own responsibility, managers prefer to opt for
Theory Y. Motivation is created because of the individual employee’s involvement
and participation.
In an organisation where theory X is followed, the management too follows an
authoritarian style. There is little delegation of authority from the management.
On the other hand, companies who follow theory Y have a more decentralized
approach, which means that the authority is distributed among employees. This
keeps them motivated.
