Psychology

NAME:SAJAL
COURSE:BA(HISTORY HONOURS)
YEAR:2ND YEAR,3RD SEMESTER
SUBJECT: PSYCHOLOGY(GE)
ROLL NO: 210450
ASSIGNMENT 1
THEORY APPLICATION FOR ORGANIZATIONAL
PERFORMANCE
Theory X and Theory Y:- Douglas McGregor
Introduction:
Douglas McGregor proposed two distinct views of human beings:one basically
negative,labeled theory X, and the other basically positive,labeled theory Y. after
studying managers dealing with employees, McGregor concluded that their view of
the nature of the humans beings are based on certain assumptions that mold their
behaviour.
Under theory x, managers believe employees inherently dislike work and must
therefore be directed or even coerced into performing it. Under theory y, in contrast,
managers assume employees can view work as being as natural as rest or play,and
therefore the average person can learn to accept, and even seek, responsibility.
Theory y assumes higher-order needs dominate individuals. McGregor believed
theory y assumptions were more valid than theory x. therefore, he proposed such
ideas as participative decision making,responsible and challenging jobs,and good
group relations to maximize an employee’s job motivation.s
Theory X
Theory X relies on the authoritarian style of management, where the managers are
required to give instructions and keep a close check on each employee. As it is
assumed, the employees are not motivated, and they dislike working.
This theory is based on the following assumption:
 The employee is lazy and dislikes work.

 He is not ambitious and dislikes responsibility and therefore prefer to be led.
 The employee is self-centered and indifferent towards the organizational interest.
 Management is responsible for assembling all the factors of production,viz.
Money, material,equipment,people.
 The managers are required to control his employees,manage their efforts,motivate
them, modify their behaviour to comply with the the organizational needs.
The managements must intervene to keep the employee working towards the
economic ends. The employees must be persuaded,rewarded,motivated,punished,
controlled to get the work completed.
Characteristics:
 Intolerant
 Distant and detached
 Aloof and arrogant
 Short temper
 Issues instructions,directions,edicts
 Issues threats to make people follow instructions,
 Demands,never ask
 Does not participate
 Does not team-build
 Unconcerned about staff,welfare, or morale
 Proud,sometimes to the point of self-destruction
 One-way communicator
 Poor listener
Limitations of Theory X
 Not all employees can work in strict and controlled environments; it can decrease
productivity.
 An authoritative management style can hamper employee learning, building, and
development.
 Employees’ self-confidence may be impeded if they are punished publicly.
 This theory creates a negative environment that instills fear, under confidence,
and insecurity.
 The financial incentive does not motivate all employees. Therefore, it often
cannot push employees to perform better.
 The theory assumes that employees are lazy and cannot make decisions. This is
an incorrect collective assumption.
 Theory X provides high power to the superiors; it is biased as it does not consider
employee recognition and development.
Theory Y:
Theory Y relies on the participative style of management, where the managers assume
that the employee are self-directed and self-motivated to accomplished the
organizational objectives. Thus,here the management attempts to get the maximum
output with least efforts on their part.
Following are the assumptions of the Theory Y:
 The average human being does not inherently dislike work,they are creative and
self-motivated and likes to work with greater responsibilities.
 Employees are self- directed and self-controlled and therefore the threat of
punishment is not only the means for getting the desired results.
 The extent to which an employee is committed to objectives is determined by the
rewards associated with their achievement. The most significant rewards in this
context could be the satisfaction of the ego and the fulfillment of self-
actualization.
Characteristics:
 Self motivated
 Responsible
 Always participated
 Give rewards and feedback
 Promotion
 Power to implement decisions
 Active
 Good listener
 Happy
 Concerned about staff welfare
Limitations of Theory Y
 Some employees require guidance and are not comfortable with undefined
working boundaries.
 Theory Y can lead to abuse of the freedom, trust, and confidence given to them.
 Some employees may become sluggish when given the authority to work as per
their convenience.
 Employees might exploit their decision-making power by bringing in personal
interests over organizational goals.
 Since quantitative metrics are not a focus in this theory, it becomes hard to
measure employee growth and success.
 The theory overgeneralizes how an employee behaves in a work environment.
 The theory can lead to managers becoming lazy, as they can delegate and
decentralize all work to their subordinates in the name of transferring authority.
Let's get it more clear with an example:

I am working with an organisation named RCYA-"real challenge youth arise". It is
a youth welfare organisation. I am a youth leader in this organisation and coordinator
of the Haryana region. In this organisation, we organise seminars, camps and much
more, while organising any event I have to discuss it with my co-leaders.these co-
leaders have the control of cities like sonipat in the state haryana. These co-leaders
work is to select or arrange a venue for the event,fix the dates and timings,activities,
refreshments or lunch and dinner according closing timing,making posters,
advertising of the event, and the most important choosing the theme of the event.
Theme should be very interesting to attract the youths, at last fix a budget to organize
the event. For these works we have different teams such as: management team, food
organizers, stage team,graphic designing team and much more. During the discussion
of the event, I have to struggle with my co-leaders to get the best output from them.
Some co-leaders are very active and focused towards their work and responsibilities
but some co-leaders are not that active.but when they work very well I’ll appreciate
them also for their hard work.
So, to get the best output from the lazy co-leaders I had to push them more and more
to get the work done on time. I always try to motivate them to show team work
arrange workshops about team work to show some unity on the event. To motivate
them I also appoint rewards. But for the active leaders, who work so well without any
mistakes I appreciate them for their work.I always try to use theory y on my co-
leaders. Instead of punishing the co-leaders or associating a reward with work, I allow
them to collaborate with others and solutions that fulfill the co-leaders self-
actualization,self esteem,and social needs.
As a coordinator, I know about my co-leaders, their nature, and how to get the best
output from them. I must know which co-leader need appreciation and which needs to
be scolded. In this way I’ll change their management style into a participative or
decentralized style to instill higher self-belief in co-leaders.
How To Apply McGregor’s Theory X and Y as a Manager
Step 1: Identify the Work Issue
Step 2: Analyze Employees’ Needs and Wants
Step 3: Monitor Results After Employing the Theories
Step 4: Change the Management Style if the Previous One Doesn’t Work
Conclusion:
Management styles impact organizational goals. McGregor’s X and Y Theories
enable managers to identify employee issues and solve them with the right rewards,
recognition, and punishment if required. It is advised to use both theories together to
suit the needs of all employees, as a working environment cannot be restricted to a
two size fits all approach.
REFRENCES:
 Greenberg, J. & Baron, R.A. (2007).Behavior in Organizations (9th Ed.). India:
Dorling Kindersley.
 Robbins,S.P.&Judge, T.A.(2007).Organizational Behavior.12th Edition. New

Delhi: Prentice Hall of India.
 Motivating Employees Is Not About Carrots or Sticks. (2017, November

17). Harvard Business Review. https://hbr.org/2017/06/motivating-
employees-is-not-about-carrots-or-sticks

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NAME:SAJAL

Theory X and Theory Y:- Douglas McGregor

This theory is based on the following assumption:

 The employee is lazy and dislikes work.

Following are the assumptions of the Theory Y:

Let's get it more clear with an example:

Step 1: Identify the Work Issue

Step 2: Analyze Employees’ Needs and Wants

Step 3: Monitor Results After Employing the Theories

 Robbins,S.P.&Judge, T.A.(2007).Organizational Behavior.12th Edition. New

 Motivating Employees Is Not About Carrots or Sticks. (2017, November

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