1 ene 1960 año - McGregor Theory X and Theory Y

Descripción:

This approach was heavily influenced by Maslow and The Hawthorne Studies. It seeks to encourage managers to give attention to their worker's social and self-actualizing needs. It aims at shifting managers' points of view away from a set of assumptions - called Theory X, and towards a set of new ones - called Theory Y.
According to this approach, managers who use Theory X assumptions see their workers as individuals who dislike their work , lack ambition, are irresponsible, restist change, and prefer to be led rather thatn lead. This thinking as seen innapprpriate. Instead, managers hosuld use Theory Y, which states that people are willing to work, capable of self-control, responsible, creative, imaginitve, and capable of self-direction.
This theory also believes that managers who hold either set of assumptions create a need for others to behave in ways that satisfy the original expectations. Managers who use Theory X tend to be very directive and give workers little control over their work. This creates workers who are passive, dependent, reluctand and do only what is required of them. Managers who use Theory Y tend to use a participative approach, which gives employees more job involvment, freedom, and responsibility. This gives them the opportunity to satisfy esteem and self-actualization.

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