describes this level as the desire to accomplish everything that one can, to become the most that one
can be.
McGregor Theory X and Theory Y
McGregor believed that managers' basic beliefs have a dominant influence on the way that
organisations are run. Managers' assumptions about the behaviour of people are central to this.
McGregor argued that these assumptions fall into two broad categories - Theory X and Theory Y. These
findings were detailed in The Human Side of Enterprise, first published in 1960. Theory X and Theory Y
describe two views of people at work and may be used to describe two opposing management styles.
Theory X: the traditional view of direction and control Theory X is based on the assumptions that:
1. The average human being has an inherent dislike of work and will avoid it if possible.
2. Because of this human dislike of work, most people must be coerced, controlled, directed, and
threatened with punishment to get them to put forth adequate effort toward the achievement of
organisational objectives.
3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little
ambition, and wants security above all.
A Theory X management style therefore requires close, firm supervision with clearly specified tasks and
the threat of punishment or the promise of greater pay as motivating factors. A manager working under
these assumptions will employ autocratic controls which can lead to mistrust and resentment from
those they manage. McGregor acknowledges that the `carrot and stick' approach can have a place, but
will not work when the needs of people are predominantly social and egoistic. Ultimately, the
assumption that a manager’s All rights reserved. No part of this publication may be reproduced in a
retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying,
recording or otherwise, without the prior permission of the publisher. objective is to persuade people to
be docile, to do what they are told in exchange for reward or escape from punishment, is presented as
flawed and in need of re-evaluation.
Theory Y: the integration of individual and organisational goals Theory Y is based on the assumptions
that:
1. The expenditure of physical and mental effort in work is as natural as play or rest. The average human
being does not inherently dislike work. Depending upon controllable conditions, work may be a source
of satisfaction, or a source of punishment.
2. External control and the threat of punishment are not the only means for bringing about effort
toward organisational objectives. People will exercise self-direction and self-control in the service of
objectives to which they are committed.
3. Commitment to objectives is a function of the rewards associated with their achievement. The most
significant of such rewards, e.g. the satisfaction of ego and self-actualisation needs, can be direct
products of effort directed towards organisational objectives.
4. The average human being learns, under proper conditions, not only to accept but to seek
responsibility. Avoidance of responsibility, lack of ambition, and emphasis on security are generally
consequences of experience, not inherent human characteristics.
5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the
solution of organisational problems is widely, not narrowly, distributed in the population.