ALED 101 1st Edition Lecture 10Outline of Last Lecture II. Blake and MoutonOutline of Current Lecture III. Theory X Theory YCurrent LectureII. Theory X Theory Y (proposed by Douglas McGregor)a. Leadership shift… from skill to stylei. Douglas McGregor1. Manager, consultant, and psychologist2. A leader’s style is based largely on attitudes about human nature in generalb. Theory X i. Theory X Leaders believe that people, by nature, generally: 1. Do not like to exert themselves and try to do work as little as possible2. Avoid responsibility 3. Are not interested in achievement4. Are incapable of directing their own behavior (everyone has an external locus of control – believe in chance, fate, take no responsibility for their own behavior)5. Prefer to be directed 6. Avoid making decisions whenever possible 7. Cannot be trusted or depended upon8. Need to be closely supervised and controlled9. Are motivated at work by money and other gains 10. When they mature, they do not changec. Theory Yi. Theory Y Leaders believe that people, by nature, generally:1. Work hard toward objectives to which they are committed2. Assume responsibility with commitments3. Have a strong desire to achieve4. Are capable of directing their own behavior (do not have to micromanage)These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.5. Want their organization to succeed6. Are not passive and submissive7. Make decisions about their own work8. If trusted and depended on, they do not disappoint9. Need general support at work10. Are motivated by interesting and challenged tasks11. Are able to change and developd. Douglas McGregor: Theory X & Y i. If managers exhibit “Y” assumptions1. Better and more profitable results2. Higher output and less waste3. More creativity and innovation4. Fewer labor problems and less turnover5.
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