Douglas McGregor

Douglas McGregor (1906 - 1964) was a psychology professor at Massachusetts Institute of Technology whose 1960 book The Human Side of Enterprise had a profound influence on management practises. In the book he identified two approaches to motivating workers, which he called Theory X and Theory Y.

Theory X and Theory Y

According to McGregor, most managers tend to subscribe to Theory X, in that they take a rather pessimistic view of their employees. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager's job to structure the work and energize the employee. The result of this line of thought is that Theory X managers naturally adopt a more authoritarian style based on the threat of punishment.

In contrast, a Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. They believe that the satisfaction of doing a good job is a strong motivation in and of itself. A Theory Y manager will try to remove the barriers that prevent workers from fully actualizing their potential.

Maslow's hierarchy

McGregor's work was based on Maslow's_hierarchy_of_needs. He grouped Maslow's hierarchy into "lower order" (Theory X) needs and "higher order" (Theory Y) needs. He suggested that management could use either set of needs to motivate employees but that better results could be obtained by meeting the Theory Y needs.

Theory X and Theory Y are still important terms in the field of management and motivation. More recent studies have questioned the rigidity of the model, but McGregor's X-Y Theory remains a guiding principle of positive approaches to management, to organizational development, and to improving organizational culture.

Characteristics of the X Theory manager

• Results-driven and deadline-driven, to the exclusion of everything else
• Intolerant
• Issues deadlines and ultimatums
• Distant and detached
• Aloof and arrogant
• Elitist
• Short temper
• Shouts
• Issues instructions, directions, edicts
• Issues threats to make people follow instructions
• Demands, never asks
• Does not participate
• Does not team-build
• Unconcerned about staff welfare, or morale
• Proud, sometimes to the point of self-destruction
• One-way communicator
• Poor listener
• Fundamentally insecure and possibly neurotic
• Anti-social
• vengeful and recriminatory
• Does not thank or praise
• Withholds rewards, and suppresses pay and remunerations levels
• Scrutinises expenditure to the point of false economy
• Seeks culprits for failures or shortfalls
• Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence
• Does not invite or welcome suggestions
• Takes criticism badly and likely to retaliate if from below or peer group
• Poor at proper delegating - but believes they delegate well
• Thinks giving orders is delegating
• Holds on to responsibility but shifts accountability to subordinates
• Relatively unconcerned with investing in anything to gain future improvements
• Unhappy

Managing an X Theory boss

Working for an X Theory boss isn't easy - some extreme X theory managers can be extremely unpleasant - but there are ways of managing these people upwards. Avoiding confrontation (unless you are genuinely being bullied) and delivering results are the key tactics.

Theory X managers (or indeed theory Y managers displaying theory X behaviour) are primarily results oriented - so orientate your your own discussions and dealings with them around results - ie what you can deliver and when. Theory X managers are facts and figures oriented - so cut out the incidentals, be able to measure and substantiate anything you say and do for them, especially reporting on results and activities. Theory X managers generally don't understand or have an interest in the human issues, so don't try to appeal to their sense of humanity or morality. Set your own objectives to meet their organisational aims and agree these with the managers; be seen to be self-starting, self-motivating, self-disciplined and well-organised - the more the X theory manager sees you are managing yourself and producing results, the less they'll feel the need to do it for you.

Always deliver your commitments and promises. If you are given an unrealistic task and/or deadline, state the reasons why it's not realistic, but be very sure of your ground, don't be negative; be constructive as to how the overall aim can be achieved in a way that you know you can deliver. Stand up for yourself, but constructively - avoid confrontation. Never threaten or go over their heads if you are dissatisfied or you'll be in big trouble afterwards and life will be a lot more difficult.

If an X theory boss tells you how to do things in ways that are not comfortable or right for you, then don't questioning the process, simply confirm the end-result that is required, and check that it's okay to 'streamline the process' or 'get things done more efficiently' if the chance arises - they'll normally agree to this, which effectively gives you control over the 'how', provided you deliver the 'what' and 'when'. And this is really the essence of managing upwards X theory managers - focus and get agreement on the results and deadlines - if you consistently deliver, you'll increasingly be given more leeway on how you go about the tasks, which amounts to more freedom. Be aware also that many X theory managers are forced to be X theory by the short-term demands of the organisation and their own superiors - an X theory manager is usually someone with their own problems, so try not to give them any more.

External Link

Summary of McGregor's ideas