Theory y managers assume that the people they

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: to seek it. Bobic and Davis A Kind Word for Theory X • The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. • Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized (1960, 47– 48). Theory Y managers assume that the people they supervise are as committed to work and as capable of finding solutions to work-related problems as they are themselves (McGregor 1960, 11–12). Theory Y managers also assume that people inherently prefer to work rather than not to work. As a result, they tend to push responsibility for work down the chain of command. They grant employees autonomy within their areas of accountability, and they structure work so that subordinates have ample opportunity to identify problems and find creative solutions to them. Theory Y managers attempt to structure the work environment so that employee goals coincide with organizational goals, resulting presumably in greater creativity and productivity (McGregor 1967, 77). Choosing to Be Creative Managers, according to McGregor, must choose between the assumptions of Theory X and Theory Y management (1967; Strauss 1968, 121). Once they make that choice, their management behavior will change as well. Instead of directive management, a manager who chooses a Theory Y orientation will also choose strategies that are more collegial and more likely to transfer power to subordinates or at least create reciprocal relationships between subordinates and themselves (McGregor 1960, 47– 48; 1967, 15). This is a core component of McGregor’s approach to management: Managers want employees to perform well, and, given the right environment and incentives, employees also want to perform well. What is missing is the right mind-set or “cosmology” through which managers understand their subordinates (Strauss 1968, 121; McGregor 1967, 4–5, 79–80). CRITIQUES OF MCGREGOR’S MODEL McGregor’s model of motiv...
View Full Document

{[ snackBarMessage ]}

Ask a homework question - tutors are online