Theory y

A common problem today among managers is how to effectively actuate their employees. During the wariness boom over the last two decades, in that respect has been an emergence of theories to success fully manage employees towards the goals of the organization (Drucker, 1973). One such(prenominal) theory is that of Douglas McGregor, theory Y. Theory Y portrays managers as collaborative and trustful of masses (Bennis, 1998). It deviates from the traditional form of controlling counsel to an integration of management and its subordinates for the shared objective of a successful organization.

In McGregors own words: the profound question for top management is what are your assumptions about the some effective way to manage people? The assumption management holds about controlling its human resources determines the whole character of the endeavour (Bennis, 1998). The assumption that for the average person, work is as natural and desired as rest or play; most people will exercise self-control, display initiative, and actively seek function when they feel committed to a set of objectives (Drucker, 1973). Theory Y assumes fundamentally that people want to be treated as mature adults, and not as juvenile individuals.





McGregors Theory Y argues people are not parts of machines, moreover individuals with purpose and objectives (Dearlove, 2000). It is that human behavior is seldom a set reception to objective reality, and is rather a response to the individuals perception of that reality. The success or hardship of an organization does not rely on the method of doing, but the people behind the doing (Managing Human, 2000). The three dimensions of a managers style, described by Albrecht (1978), portrays the positive interactions of McGregors Y, such dimensions creation the integration of autonomy, incentive, and the utilization of participative management.If you want to get a full essay, order it on our website: Orderessay



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