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Theory X and Theory Y. Mnemonic device for the two theories: a person refusing to work ("X") and a person cheering the opportunity to work ("Y") Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed ...
Douglas Murray McGregor (September 6, 1906 – October 1, 1964) was an American management professor at the MIT Sloan School of Management and president of Antioch College from 1948 to 1954. [1] He also taught at the Indian Institute of Management Calcutta. His 1960 book The Human Side of Enterprise had a profound influence on education practices.
Theory Z is a name for various theories of human motivation built on Douglas McGregor 's Theory X and Theory Y. Theories X, Y and various versions of Z have been used in human resource management, organizational behavior, organizational communication and organizational development. McGregor's Theory X states that workers inherently dislike and ...
Douglas McGregor proposed two different motivational theories. Managers tend to believe one or the other and treat their employees accordingly. Theory X states that employees dislike and try to avoid work, so they must be coerced into doing it. Most workers do not want responsibilities, lack ambition, and value job security more than anything ...
Douglas McGregor's Theory Y and Theory X can also be compared with these two leadership styles. Theory X can be compared with Transactional Leadership where managers need to rule by fear and consequences. In this style and theory, negative behavior is punished and employees are motivated through incentives. [citation needed]
In Search of Excellence is a book written by Tom Peters and Robert H. Waterman Jr. First published in 1982, it sold three million copies in its first four years, and was the most widely held monograph in the United States from 1989 to 2006. [1] The book explores the art and science of management used by several companies in the 1980s.
He is a Professor of Management at the City University of New York ’s Baruch College. [1] Kopelman has published over 150 research papers, chapters and professional articles on work motivation, productivity, careers, organizational performance, and human resource management. He recently completed a 20-year project whereby he conceptualized ...
An authoritarian leadership style is described as being as "leaders' behavior that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates." [1] Such a leader has full control of the team, leaving low autonomy within the group. The group is expected to complete the tasks under very ...