TEORIA X y TEORIA Y de Douglas McGregor (Explicación y Diferencias) ✅ | Economía de la empresa 151#

Welcome once again to home economics, today we will continue with the free course on business economics. In this chapter we will talk about McGregor's theories Theory X and Theory Y are two theories developed in the 1960s by the economist Douglas McGregor, who argues that bosses use different styles of leadership with their employees depending on the perception that have of them at work, and that this perception, whether true or false, influences employees and, ultimately, ends up being fulfilled.In theory X McGregor raises the traditional way of understanding work that has been held since the time of the industrial Revolution. This way of understanding work based on the principles of Taylorism, considered the worker as a person with aversion to work and who tries to avoid it as much as possible. Given this, the manager must treat the worker as an outstretched arm of the machine, directing, controlling and motivating him with money. Faced with this theory, McGregor proposed theory Y. This is based on an alternative point of view, according to which the worker is seen as a person capable of self-management, accepting responsibility and without the need to be controlled. Ultimately, these two theories represent the formulation of two extreme views of human behavior at work. A few decades later, a third hypothesis, Theory Z, was developed by the American William Ouchi, which we have already seen in the video that I leave you here on the tags and in the posted comment. Theory X Theory X, as we have already said, is based on a traditional, strict and rigid management style . The main philosophy of this model is to see people as a simple means of production. Managers believe that workers move only for financial reasons, avoid responsibility, avoid working at all costs, need to be directed, and have poor working methods.In this model, an authoritarian leadership style is applied, in which supervisors create patterns work, they design objectives, give instructions to workers and check if the tasks are carried out to their liking. They also believe that employees must be clear about who their supervisor is and must respect and obey him. Thus, the main characteristics of Theory X are the following: The normal citizen is not ready for work and avoids it whenever possible The person must be motivated through external and economic stimuli if good productivity rates are to be achieved. take tougher measures, such as punishment and threats, to prevent employees from shunning work. The management is solely responsible for managing the company's resources and its main objective is to achieve financial results. The personal objectives of the employee conflict with the objectives of the organization The worker prefers to be submissive and does not want to take responsibility for decision-making. In addition to not having ambition, they are resistant to change, since their only objective is to achieve security in the work environment This leadership style based on Theory X is considered more appropriate for companies that have people with low levels of education and that develop manual or repetitive tasks Theory Y Theory Y, on the other hand, is governed by more current and increasingly common behaviors . This theory is based on the belief that workers are self-directed, self-motivated, and willing to accept responsibility. Work comes naturally to them and they always try to bring out their most creative side. This style allows the employee to manage their own learning and develop their personal and professional growth. Control and punishment are not the only means to get employees to meet the objectives of the company. This is so because the commitment of workers to the objectives of the company is associated with social rewards such as better interpersonal relationships and self-realization. The entrepreneur applies a participatory leadership style. This is based on the establishment of objectives and the creation of work teams, however it will be the worker himself who will establish the guidelines in his workplace. In this way, the organization encourages collaboration, teamwork and the exchange of ideas. Among the most important advantages of this type of management, we can highlight that it is capable of solving problems in a more creative way and that it enjoys greater independence and automation in its operation. On the other hand, among the main drawbacks we find that decisions are made more slowly and the organization becomes more complex. Its main characteristics are: The employee is committed to the objectives of the company in exchange for the rewards associated with their achievement. In such an environment, employees not only understand responsibility, they begin to demand it. They want to increase their performance and excel in the company. The ease of designing, imagining and reflecting in the company is stimulated by an environment in which the skills of all employees can be applied and utilized. They have complete freedom to think and develop their ideas, which only benefits the organization. Work, physical or mental, is as natural as leisure or rest. Most people don't turn down work; on the contrary, they can enjoy and derive satisfaction from it. Through self-control, people can concentrate efforts on achieving the objectives of the organization without the need for control or threat from the organization Difficulties in applying theory Y Although the author himself proposes Theory Y as a recommended and achievable goal, recognizes the existence of a series of obstacles that hinder the possibility of a change in an era in which the operation of most of the companies was governed by the classical theory or Theory X. The first obstacle is the fact that the Managers should change their mentality and think and reform their entire organizational structure, which at first they will resist The second obstacle indicates a worker resistance to this change, because many workers are comfortable in their work environments where they do not demand responsibilities and constantly tell them what they have to do and how they have to do it. When to use one style of leadership or another? Theory X is often associated with something negative or outdated. However, this does not have to be the case, unless it is applied in an abusive and unpleasant way for the worker. In fact, there are some people who easily accept this type of leadership because they want clear instructions to follow and not have any personal responsibility. The ideal would be to gradually move from model X to model Y. Similarly, theory Y is presented as something positive. Employees are committed and feel responsible that the organization achieves its objectives. In a utopian world it would be great, however, in reality, although there are people with those aspirations, not everyone thinks the same way. For these reasons, this theory can sometimes be considered unrealistic. The reality is that, as in most cases, none of these theories is a perfect model, but should be used as an alternative or a complement depending on the situation of the company. For example, if you have to make decisions quickly, it is much better to choose a manager with the characteristics of theory X, however if in our company we have people who seek to develop professionally and do not have problems assuming responsibilities, it would be more appropriate to choose a manager with the characteristics of theory Y. With all this we say goodbye for today, if we have helped you and you want to continue learning we leave you two videos for you to click on based on YouTube recommendations. On the other hand, I would appreciate it if you would subscribe to our channel if it has been useful to you by clicking on our logo on the left side of the video. As always, any questions or suggestions please leave them in the comments so we can respond to you. See you in the next video.