Page "Theory X and Theory Y" Paragraph 3

In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control.

It is believed that employees enjoy their mental and physical work duties.

According to them work is as natural as play.

They possess the ability for creative problem solving, but their talents are underused in most organizations.

Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed.

A Theory Y manager believes that, given the right conditions, most people will want to do well at work.

They believe that the satisfaction of doing a good job is a strong motivation.

Many people interpret Theory Y as a positive set of beliefs about workers.

A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates.

He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human resource development.

It's human resource development that is a crucial aspect of any organization.

This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities.

This climate would the sharing of decision making so that subordinates have say in decisions that influence them.