Theory Y Theory X Theory X / Theory Y Theory X / Theory Y reflects Douglas McGregor's suggestion in The Human Side of Enterprise that managers tend to fall into two categories, in terms of how they see human nature. Theory X managers take a 'carrot and stick' approach when motivating subordinates. They assume that workers are inherently resistant to labor and will do all they can to avoid doing work so

Theory X and Theory Y Select organizational leaders analysis activity current research. Critique leader Douglas MacGregor's Theory X Theory Y Identify proper category leader assessment. Include examples situations actions reflect type leader . Theory X versus Theory Y: Apple vs. Google According to Douglas McGregor' analysis of managerial personality styles, managers fall into two basic 'types,' that of Theory X or Theory Y Theory X managers tend to exert authority through a traditional

Theory X & Theory Y Douglas McGregor's Theory X Theory Y are a set of dichotomous views about human nature that guide management. Theory X holds that humans generally dislike work, are irresponsible and require close supervision to do their jobs; Theory Y holds that humans are generally industrious, creative and able to assume responsibility (eNotes, 2006). These theories are said to guide management styles, because they imply that the role

Theory X and theory Y According to McGregor (1969), Theory X and Theory Y explain describe the differences in management styles and the behavior of leadership. He assumed that the leaders in organization have diverse views on the skills and motivation of the members of organization. Theory X Theory X is a management style which embodies autocratic leadership approach to leadership. The managers who are categorized as a Theory X leaders in general

Theory X and Theory Y When working with people, regardless of the organization, one must be cognizant of the way individuals are motivated. Motivation, in fact, is one of the basic driving forces that allow individuals to work, change, and even actualize their internal and external goals. Much of the background on motivation is based on the work of Maslow, not only surrounding human needs, but the manner in which those

Rather than continually telling people what to do, Theory Y managers believe that people actually want to work and do a good job and that "people will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment" (Chapman 2013). The managers who have applied this philosophy to their leadership and show great trust and confidence in the ability of workers to