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MOTIVATIONo What is Motivation ± 

µMotivation¶ can be expressed as internal process that activate, guide and maintain our  behavior in the given time.

o Factors that affect ³Motivation´ are

1. Instincts :- We are born with certain inbuilt pattern of behavior depending on our innateurges and tendencies

2. Driving forces: - Some bodily demands from within of ourselves- what can be better labeled as µbiological needs¶ which push you forcibly to behave to fulfill there urges E.g.Food, air, water, sleeps Etc.

3. Arousal:- Process through which we increase our existing drives. We the humans needoptimal level of arousal

4. Expected outcomes:- when we start an action with a belief that we will be benefited by it, these expected positive out comes (i.e. incentives) become the factors motivating us. Theseincentives make us work hard at our jobs.Eg of incentives may be monitory/capital gain of self esteem, status Etc.

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MOTIVATION PYRAMID

Top Level Mgmt

Middle Level Mgmt

Lower Level ManagementBasic needs, salary

Growth, promotions

Profit, stability

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INTRODUCTION OF X AND Y

THEORYDouglas McGregor was the founder of X and Y

theory

McGregor's ideas (1960) about managerial behavior 

had a profound effect on management thinking and

 practice. His propositions sum up the precepts of a

unitary and normative frame of reference for 

managerial practice.

McGregor defined assumptions (theories/propositions)

that he felt underpinned the practices and stances of managers in relation to employees. These were evident

from their conversations and actions. Two sets of 

 propositions were dubbed Theory X and Y.

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HIERARCHY STRUCTURE

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DIAGRAM

X THEORY Y THEORY

MANGEMENT STAFF

STAFF

MANGEMENT

THEORYX-AUTHORITARIAN,REPRESSIVE STYLE.TIGHT

CONTROL,NO DEVELOPMENT,PRODUCES LIMITED

DEPRESSED CULTURE

THEORY Y-LIBERATING AND DEVELOPMENTAL CONTROL

ACHIEVEMENT AND CONTINOUS IMPROVEMENT ACHIEVED

BY ENABLING,EMPOWERING AND GIVING RESPONSIBILITY

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µX¶ THEORY Theory X is the traditional view of direction and control by managers.

1. The average human being has an inherent dislike of work and willavoid if he or she can.2. Because of this human characteristic of dislike of work, most people

must be controlled, directed, and threatened with punishment to get themto put forth adequate effort toward the achievement of organizationalobjectives.3. The average human being prefers to be directed, wishes to avoidresponsibility, has relatively little ambition, wants security above all.

Theory X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling people what to do, for determining

whether they are doing it, and for administering rewards and punishment.

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CHARACTERISTICS OF X

THEORY MANAGER  R esult-Driven and Deadline-Driven, to the exclusion of everything

else.

Issues Deadlines, Ultimatums, Instructions, Directions, Edicts.

Demands, Never asks, Does not participate, Does not team-build. Short temper, Arrogant, Intolerant.

Unconcerned about staff welfare, or morale.

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µY¶ THEORY Theory Y is the view that individual and organizational goals can be

integrated.

1. The expenditures of physical and mental effort in work are as natural as play or rest.

2. External control and the threat of punishment are not the only means for  bringing out effort toward organizational objectives.3. Commitment to objectives is a function of the rewards associated withtheir achievement.4. The average human being learns, under proper conditions, not only toaccept but also to seek responsibility.5. The capacity to exercise a relatively high degree of imagination,

ingenuity, and creativity in the solution of organizational problems inwidely, not narrowly, distributed in the population.6. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.

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PRACTICAL USE AND EXAMPLES

To indicate whether the situation and management style is µX¶ or µY¶:

Score the statements (5 = always, 4 = mostly, 3 = often, 2 = occationally, 1 rarely, 0 = never)

1. My boss asks me politely to do things, gives me reasons why, and invites my suggestions.

2. I am encouraged to learn skills outside of my immediate area of responsibility.

3. I am left to work without interference from my boss, but help is available if I want it.

4. I am given credit and praise when I do good work or put in extra effort. 5. People leaving the company are given an 'exit interview' to hear their views on the organisation.

6. I am incentivised to work hard and well.

7. If I want extra responsibility my boss will find a way to give it to me.

8. If I want extra training my boss will help me find how to get it or will arrange it.

9. I call my boss and my boss's boss by their first names.

10. My boss is available for me to discuss my concerns or worries or suggestions.

11. I know what the company's aims and targets are.

12. I am told how the company is performing on a regular basis.

13. I am given an opportunity to solve problems connected with my work.

14. My boss tells me what is happening in the organisation.

15. I have regular meetings with my boss to discuss how I can improve and develop.

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PRACTICAL USE AND EXAMPLES

Total score:

60-75 = strong Y-theory management (effective short and long term)

45-59 = generally Y-theory management

16-44 = generally X-theory management

0 -15 = strongly X-theory management

(autocratic, may be effective short-term, poor long-term)

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PRACTICAL USE AND EXAMPLES

To indicate whether the person prefers being managed by µX¶ or µY¶ style:

1. I like to be involved and consulted by my boss about how I can best do my job.

2. I want to learn skills outside of my immediate area of responsibility.

3. I like to work without interference from my boss, but be able to ask for help if I needit.

4. I work best and most productively without pressure from my boss or the threat of 

losing my job. 5. When I leave the company I would like an µexit interview¶ to give my views on the

organisation.

6. I like to be incentivised and praised for working hard and well.

7. I want to increase my responsibility.

8. I want to be trained to do new things.

9. I prefer to be friendly with my boss and the management.

10. I want to be able to discuss my concerns, worries or suggestions with my boss oranother manager.

11. I like to know what the company's aims and targets are.

12. I like to be told how the company is performing on a regular basis.

13. I like to be given opportunities to solve problems connected with my work.

14. I like to be told by my boss what is happening in the organisation.

15. I like to have regular meetings with my boss to discuss how I can improve anddevelop.

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PRACTICAL USE AND EXAMPLES

Total score

60-75 = strongly prefers Y-theory management

45-59 = generally prefers Y-theory management

16-44 = generally prefers X-theory management

0 -15 = strongly prefers X-theory management

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EXERCISE SUMMARY

Most people prefer µY-theory¶ management.

These people are generally uncomfortable in µX-theory¶situations and are unlikely to be productive, especially long-term, and are likely to seek alternative situations. This quick test provides a broad indication as to management style andindividual preference, using the µX-Y Theory¶ definitions.

This assessment tool was developed by Alan Chapman andyou may use it personally or within your organisationTheory)

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CONCLUSION Theory X explains the consequences of a particular managerial strategy.

Because its assumptions are so unnecessarily limiting, it preventsmanagers from seeing the possibilities inherent in other managerialstrategies. As long as the assumptions of Theory X influence managerialstrategy, organizations will fail to discover, let alone utilize, the potentialities of the average human being.

This theory might not be used in day to day business but it is great if wehave this at the back of our mind while carrying out our business activitieswhich will help us to do our work better 

Douglas McGregor concluded this theory by giving a message that ± 

"Use Theory Y principles to shape your organisation's culture andmanagement style´