Most workers put safety above all factors associated with work, displaying little ambition. Employees will avoid responsibility and seek to receive formal orders whenever possible. It is unambitious, looking for safety above all else. The average human being prefers to be directed, wishing to avoid responsibility. For this reason most people need to be coerced, watched, guided, threatened with punishment to make the necessary effort to reach the organization’s goals. Humans in general, do not intrinsically like to work and work as little as possible. It’s important to us that we challenge our assumptions frequently. What is McGregor’s Theory X and Theory Y?īecause our behavior tends to be consistent with our assumptions, attempts to influence others often reveal some indications, often subtle and not necessarily noticeable or aware, that those assumptions are. Theory X managers and Theory Y managers, both with a contrary set of assumptions. Thus, according to the Theory, there are two groups of managers: They guide the way leaders work with their teams and, on a broader level, shape the culture of organizations. McGregor identified that people act according to their premises and assumptions. Theory X and Y, first published in the book “ The Human Side of Enterprise” from 1960 (ok, definitely, work motivation is not something new) which brought as a provocation the question: “What are your assumptions (implicit as well as explicit) about the most effective way to manage people?”. McGregor was a student of Abraham Maslow and contributed a lot to management and motivation theories. Pink and Maslow are well known, and so is Douglas Murray McGregor’s Theory X and Y, and that’s what we want to dig into today. 
The Situational Leadership Theory by Paul Hersey and Ken Blanchard, who says that there is no single “best” leadership style, was published in 1969. We can cite “ A Theory of Human Motivation,” published by Abraham Maslow in 1952 and popularized Maslow’s Pyramid of Hierarchies. More autonomy, more purpose, and mastery items mentioned in Daniel Pink’s book (Drive) are just three of a series of items mentioned when we talk about motivation, engagement, and happiness at work.Īlthough new theories and practices have emerged regarding the theme, the foundations and principles of motivation are from a long time ago. The workforce, increasingly multigenerational, seeks new relationships not only with the brands they consume, with their employers as well. The explanation: It’s not just technology, business models, products, and services that evolve, but so do people. Motivation is a topic that is being discussed more and more as the world continues to change at an exponential rate. What is Theory X and Theory Y referring to?.
But what does it mean in practice? And how does Management 3.0 come into play? Facilitator André Cruz digs into it. Theory X and Theory Y suggest two aspects of human behavior at work.
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