Douglas McGregor

PRESENTED BY-:JAI SHANKAR SINGH

(1906-1964)

McGregor’s Profile Bachelor’s from Wayne State

University. District manager of retail gas

company. Worked with transient laborers. Masters and PhD from Harvard. Psychologist at MIT. President of Antioch College from

1948 to 1954.

McGregor’s Beliefs Employees are not machine parts to

be fixed, redesigned, or eliminated. They are individual people in all of

their complexity.

McGregor’s Contributions to Management Improved performance by appraisal

process. Theory X and Theory Y. How to improve organizational

effectiveness .

Improved Performance by Appraisal Process

McGregor’s Contribution to Performance Appraisal Three uses of performance appraisal

Administrative – salary, promotion. Informative – feedback, suggestions for

behavioral change. Motivation – coach, council.

McGregor’s Contribution to Performance Appraisal By using MBO, the emphasis is on:

Analysis not appraisal The future not the past Performance not personality

Problems with Conventional Performance Appraisals Organizational objectives and

requirements evolve. Management’s judgments differ. Focus is on the past. Employee performance is related to

how he is managed.

Theory X and Theory Y

McGregor’s Contribution to Management Theory Theory X assumptions

The average person dislikes work and will avoid it.

Most people must be coerced or controlled.

People avoid responsibility and have little ambition.

McGregor’s Contribution to Management Theory Theory Y assumptions

Physical and mental work effort are natural. Committing to objectives will allow the full

range of control tools to be utilized. Commitment is a function of proper rewards. People learn to seek responsibility. People have the ability to creatively solve

organizational problems. Employees need the freedom to utilize their

untapped potential.

How to Improve Organizational Effectiveness?

McGregor’s Contribution to Management Theory People can achieve their own goals

by pursuing the organization’s goals. The organization will suffer if this

does not occur.

McGregor’s View of Organizational Maps Current organizational structures:

Delegate some authority not responsibility

You only have one boss Strict span of control

McGregor’s Observation Workers perceptions determine how

they respond to a policy or decision.

Don’t apply mechanical system rewards and punishments when intrinsic rewards are called for.

McGregor’s Suggestion for Improving Organizational Effectiveness Independent teams become the operative

work groups. Teams have high self control/self

regulation. Supervision becomes support/instruction.

Teams help fulfill “social man” needs. Teams remove reasons to fight the

system.

THANKYOU