Briefly describe McGregor s theory, what is McGregor s Theory Y?

McGregor summarizes two theories based on different views of human nature. He argues that traditional theories are based on erroneous perceptions of human nature, which view people as naturally averse to work, to avoid responsibility, to be dishonest and stupid, and so on. Therefore, in order to improve labor productivity, it is necessary to adopt the methods of coercion, supervision, and punishment.

McGregor calls this theory the "X" theory. On the other hand, the "Y" theory, the basic idea of which is that people are not passive, that people's behavior is governed by motivation, and that as long as certain conditions are created, they will take the initiative to do a good job by seeing work as a factor of satisfaction.

Therefore, for the problems existing in the process of work, we should find the reasons from the management and eliminate the obstacles to the enthusiasm of employees. McGregor calls this theory the "Y" theory. He believes that "X" theory is an outdated theory, and only "Y" theory can guarantee the success of management.

McGregor calls the assumptions of human nature that are implicit in "Theory Y" refer to:

It is extremely natural for people to expend their physical and intellectual strength in their work. The average person is not born with an aversion to work, work is a kind of satisfaction.

Motivation to work toward the goals of the organization, external control and the threat of punishment are not the only ways. In order to achieve the goals that they have promised, people will "self-supervise" and "self-control".

People's commitment to a goal is a kind of reward that arises from the achievement of the goal. There are many items of so-called remuneration, the most meaningful of which is the satisfaction of self-needs and self-realization needs.

As long as the situation is appropriate, the average person will not only learn to take responsibility, but also learn to fight for it. The common phenomena of evasion of responsibility, lack of ambition, and only emphasis on protection are the result of acquired and not innate.

The ability to solve the problems of the organizational mill with a high degree of democratic imagination, intellect and creativity is the ability of the majority, not the few.

The average person is naturally lazy and averse to work whenever possible.

According to the relevant information in the question bank, the original question: Which of the following foundation stools belong to McGregor's X theory ( ) aThe average person is naturally lazy and averse to work whenever possible.

b.People are not inherently lazy, and the exertion of physical and intellectual strength at work is as natural as games and rest, and people's likes and dislikes of work depend on their understanding of the satisfaction and punishment that work brings. c.

Most people have some amount of imagination, ingenuity, and creativity. d.Under the right conditions, ordinary people can take the initiative to take responsibility, and it is not human nature to be unwilling to take responsibility and lack ambition.

Answer: a. Douglas Maxon Greg (1906-1964) is a famous American behavioral scientist, the founder of the hypothesis theory of human nature, one of the founders of management theory, and a master of X-Y theory management.

Answer]: McGregor put forward the assumption of human nature in the book "The Human Aspects of the Enterprise Sakura" Lu Mu "Theory X-Theory Y". He called the traditional managerial view of people and the management method X theory, and its main points are:

The average human being is by nature to be lazy and hardworking, and whenever possible, they will try to avoid work. People are hardly enterprising, unwilling to take responsibility, preferring to be led by others. Naturally opposed to change and prioritizing security above all else.

For people to really want to work, they have to use strict control, threats and constant pressure.

McGregor's Theory Y, which replaces Theory X, is a new theory based on a more appropriate understanding of human nature and human motivations. The main points are as follows: People are not averse to work, and work is as natural to people as entertainment and rest.

Control and threat are not the only ways to motivate people to work towards the goals of the organization, and people are fully capable of self-command and self-control over the goals in which they are participating. Contribution to the goal is directly related to the remuneration for achievement. The most important of these rewards are the satisfaction of self-esteem and self-actualization needs, which motivate people to work towards the goals of the organization.

Under the right conditions, people are not only receptive but also take responsibility. Not a few, but a majority, are imaginative and creative in solving organizational problems. However, under the conditions of modern industrial society, the potential of ordinary people has only been partially realized.

People are not inherently passive or resistant to the demands of the organization, they are the result of what they have encountered within the organization. The basic task of management is to arrange the conditions for organizational work and the methods of operation, so that people's potential can be brought into full play and work better to achieve the goals of the organization and their own specific goals. The process is one of creating opportunities, tapping potential, removing obstacles, encouraging development and helping to lead.

Theory X refers to

Human nature is bad, and ordinary people have the special habit of liking and disliking work and avoiding work as much as possible;

For most people, reward alone is not enough to overcome their tendency to hate work, and it is necessary to force, supervise, command, and punish threats to make them exert enough effort to accomplish the given work goal;

Most people are unambitious and are usually satisfied with completing their work smoothly and steadily, rather than creative work with a "sense of oppression".

Theory y refers to:

Man is not lazy, and his liking and dislike of work depends on whether it is a satisfaction or a punishment for him; Under normal circumstances, people are willing to take responsibility; People are keen to use their talents and creativity.

Comparing theory X and theory Y, it can be seen that the difference between them lies in the different views on the needs of workers, and therefore the management methods of using wheels and beards are also different. According to the X theory to look at the needs of workers, management should adopt strict control and coercive methods; According to the Y theory, managers should create an environment that can meet the needs of workers in many aspects, so that people's wisdom and ability can be fully exerted, so as to achieve organizational and individual goals in a more sensitive way.