![]() Organizations that subscribe to this theory of motivation tend to be top-heavy, hierarchical, and with strict rules. Managers must supply the employees with motivation, or the work will not get done. This theory leads to a conclusion of authoritarian management where employees need to be actively directed in their tasks and require significant supervision. Theory X "assumes that employees are naturally motivated and dislike working" ( 2013). Theory X and Theory Y represents a dichotomous view of leadership-worker relations. Conversely, the liberated style of Theory Y management… Under the working conditions fostered by Theory X, management must develop strict organizational controls to assure even minimal levels of efficiency, with managers providing close supervision to assure compliance, and punitive measures used as a threat-based incentive. ![]() The work of Douglas McGregor, the renowned social psychologist at MIT's Sloan School of Management who studied the theoretical foundations of human motivation in the 1960's, was premised on a binary conception of managerial perception known as Theory X and Theory Y According to McGregor, managers practicing Theory X operate under the assumption that employees are inherently lazy and unwilling to pursue greater responsibility, while managers who adhere to Theory Y assume that their workers are ambitious in the self-motivated pursuit of personal goals, and these contrasting approaches viewing a workforce necessarily informs management's choice of leadership style.
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