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MANAGEMENT

THINKERSVI

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DOUGLAS MCGREGOR

DOUGLAS

MCGREGOR

psychologist

Professor at

MIT

President of

ANTIOCHcollege

(1948-1954)BOOKTHE

HUMANSIDE OF

ENTERPRISE

BOOKPROFESSIONALMANAGER

THEORY X

ANDTHEORY Y

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THEORY XOldstereotypedandauthoritarian management

ASSUMPTIONS

Work is istast ful Most P o l arnon ambitious

Most o l arlittl cr ativ

Motivation occurs

only atsyc ological an

saf ty l v l

Most o l nto b controll

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WHAT THEORY X STANDS FOR.

It is based n man strategies.

It is based n t e il s y and belief t at e le arem tivated by

=Monetary gains

= Fringe benefits= Threat

= Punishment

Thats why:-. Believers f t is t e ry exercise strict c ntr l ands ervisi n ver t eir s b rdinates.

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VALIDITYOF THEORY X

Directi n and c ntr l is aq esti nable met d f r

m tivativing e lew se ysi l gical andsafety needs ave been

satisfied and w ses cial and self-

act alizati n needs arebec ming im rtant.

T e ry X

w rkswell nly

ndercertain

c nditi ns.

T e ry X ex lainst e

c nseq ences fa artic larmanagerialstrategy; it

neit er ex lainn describes

man nat re.

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THEORY Y

ASSUMPTIONS

W

rk is as nat ral as

lay in fav rablec nditi ns

Creativity is widely

distrib ted

M tivati n cc rs at t es cial, esteem, and self

act alizati n levels, aswell as ysi l gical and

sec rity levels.

Pe le can be self-directed and creative at

w rk if r erlym tivated.

Intellect al tentialities

f avg. man being aren t r erly tilized

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WHAT THEORY Y STANDS FOR

It is based n c rrect nderstanding f man nat re.

It believe t at if em l yees are r erly m tivated, t ey

c ld really be creative.

It rec gnizes interde endence f man rganizati ns and

artici ative management.

It added new dimensi ns and insig ts t t e r blem f

man m tivati n f w rk.

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CAMPARISON

THEORY ..X

It em asis n t e tactics

f c ntr l, rewards, and

nis ments -t madee le d w at is

necessary f r t e

s ccess f t e

enter rise.

THEORY.Y

It em asis n t e nat re frelati ns i s, initiative,

ingen ity, and selfdirecti n-s t ats c a envir nment

is created t at willenc rage

c mmitment trganizati nal

bjectives.

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FUNDAMENTAL PROPOSITION OF

MCGREGOR

Earlier e tried t av id being a b ss. He sed terate s t at every ne w ld like im and

g d man relati ns w ld eliminate all disc rd

and disagreement..b t

He realized t at e was and started believing

t at

LEADER CANNOT AVOID THE EXERCISE OF

AUTHORITY.

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FREDRICK HERZBERG

c ntrib ti ns

H anb havi r

J battit d s

H antivati n

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PUBLICATIONS

P blicati ns

B ks T e M tivati n tw rk

W rk and t e Nat ref man

Pa ers

T e M tivati n-ygiene c nce t and

r blems fman wer

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TWO FACTORTHEORY OF

MOTIVATION

JOB

ENRICHMENT

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TWO-FACTOR THEORY

OR

MOTIVATION-HYGIENE THEORY

OR

DUAL FACTOR THEORY

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SPECIAL FACTS

M tivati nalst dies

1959

Pittsb rgand

Pennsylvania11 Firms

Sam le f200

acc ntantsand

engineers

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QUESTION ASKED IN STUDY

T ink f a time w en y felt exce ti nally

g d r exce ti nally bad ab t y r j b,

eit er y r resent j b r any t er j b y

ave ad. T is can be eit er t e l ng-range

r t e s rt-range kind f sit ati n, as I ave

j st described it.

TELL ME WHAT HAPPENED?

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G d feeling J b c ntent

Bad feeling J b c ntext

RESPONES VERY IN

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CONCLUSION

JOB SATISFACTIONJOB CONTENT

JOB DISSATISFACTION.JOB CONTEXT

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MOTIVATORS/SATISFIERS

Fact rs t at c ntrib te t satisfacti n

Ac ievement

Rec gniti n

P ssibility fgr wt

Advancement

W rk itself

Res nsibility

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MOTIVATORS/SATIFIERS

T ese fact rs create feelings f ac ievement

and are c nd cive t r fessi nal gr wt .

T ese are m re r less eq ivalent t Masl wsig er- rder needs.

It believes in:- Rem ving nnecessary c ntr ls ver w rkers.

Giving j b freed m and additi nal a t rity.

Increasing t e learning and gr wt f t e w rkers by

assigning t em m re diffic lt and new tasks sl wly and

grad ally.

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HYGIENE/DISSATISFIERS

Fact rs t at c ntrib te t dissatisfacti nC m any licyand

administrati

nS ervisi n-

Tec nical

Relati ns iit

S ervis r

W rkc nditi ns

Salary

Relati ns i

it eers

Pers nal life

Relati

ns

i

it

s

b

rdinates

Stat s

J b sec rity

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PROBLEM OF WORK MOTIVATION

JOB SIMPLIFICATION:-

J b was divided int smallest ssible c m nents and eac c m nents f t e j b was assignedt t e w rker.

JOB ENLARGEMENT:-

N mber f erati ns were increased t f lfill ers nal and s cial needs f w rkersand t r vide satisfacti n

JOB ENRICHMENT:-

It is t enric t e j b by increasing res nsibility, sc e and c allengesin t e w rk

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CONTRIBUTION OF JOB ENRICHMENT

Feeling f ac ievement,advancement,

rec gniti n andres nsibility

It r vides answer tr blem f vers ecializati n.

M tivates w rkers f rig er j b erf rmance