Keywords: MOTIVATION; "THORY X"; "Theory Y"; "Theory Z"; DOUGLAS MACGREGOR; WILLIAM OUCHIE; V. SIEGERT; L. LANG; AUTOCRATIC GUIDE; DEMOCRATIC LEADERSHIP; SYSTEM OF "LIFETIME EMPLOYMENT"; MOTIVATION; THEORY X; THEORY Y; THEORY-Z D. MCGREGOR; W. OUCHI; W. SIEGERT; L.LANG; AUTOCRATIC LEADERSHIP; DEMOCRATIC LEADERSHIP; THE SYSTEM OF "LIFETIME EMPLOYMENT".

Annotation: This article analyzes the theories X, Y and Z of Douglas McGregor, which, by their content, laid the conceptual foundation of modern scientific ideas about the system of personnel motivation. Comparative characteristics analyzed theories allows you to highlight the advantages and disadvantages of each of them.

Douglas McGregor made a significant contribution to the development of the theory of motivation through the justification of the "theory of X and Y" in the work " human side enterprises”, published in 1960. In this work, the author describes the organization management system from two opposite positions, one of which can be taken by the leader in relation to his subordinates. The premises and assumptions used in this case allowed the scientist to distinguish two main categories: “theory X” (autocratic) and “theory Y” (democratic).

"Theory X" describes the type of leadership that is based on the position of authoritarian methods of management. Autocratic leadership is characterized by strict and constant control over the category of workers. According to "theory X", subordinates are deprived of initiative in the performance of work, strictly obey the leader, cannot express dissatisfaction with working conditions, low wages, unreasonably high demands on the part of management . In an organization with an autocratic type of management, the leader implements his interaction with subordinates based on the following principles:

1. Subordinates initially do not like to work and try to avoid it whenever possible.
2. Subordinates do not have ambition and they try to get rid of responsibility, preferring to be led. Most workers need constant strict control and coercion and even intimidation with punishments.
3. Most of all, subordinates want security and safety, while they tend to have relatively small ambitions. Theory X claims that internal politics The organization must determine its management, without consulting the staff about anything.

According to "Theory Y", democratic leadership adheres to the principles of delegation of authority, achieving full agreement in the team, satisfying psychological needs (the employee is valued, respected, praised), motivating employees, improving working conditions. "Theory Y" describes the type of leader who bases his work on the basis of democratic management methods. At the same time, management must take into account both the needs of the company as a whole and the needs of its employees, who, in turn, would like to benefit their organization. The Democratic leader's view of employees differs from that of the autocrat and includes the following:

1. Subordinates do not experience an innate dislike for work. Under certain conditions, employees enjoy what they do.
2. Subordinates do not have to be kept in fear. The feeling of success gives employees pleasure. The successes achieved give confidence in their abilities, and as a result, employees are even more actively striving to achieve their goals.
3. Subordinates want to do responsible work. Man by nature seeks every opportunity to do responsible work. Human beings have a natural ability to be creative. Most people are capable of creative problem solving.
4. Subordinates are smart and quick-witted, but in most cases, managers greatly underestimate the intellectual abilities of their subordinates.

Management specialists W. Siegert and L. Lang proposed a modern extended version of the "theory Y". It includes the following provisions:

1. Any organizational actions must be meaningful. First of all, this applies to the leader, who requires an appropriate attitude to work from others.
2. Most people get satisfaction, joy from work, feel responsible for their work, if their need for personal involvement in the results of activities, in working with people (customers, visitors, suppliers) is realized. Subordinates want their activity to be useful.
3. Each employee wants to prove his significance and the importance of his workplace, wants to take part in solving issues in which he is competent.

According to the views of W. Siegert and L. Lang, each employee has his own point of view on how to improve the results of his activities. Each official strives for success and makes significant efforts for this. But success without his recognition leads to disappointment, since a well-working specialist counts on recognition and encouragement, not only material, but also moral. Subordinates evaluate their importance in the eyes of management on the timeliness and completeness of the information received. If access to information is difficult, it comes late and not in full, then employees have a feeling of humiliation, because their opinion is not considered.

Employees feel dissatisfied if decisions about changes in their work are made without their knowledge. Each employee wants to know how his work is evaluated, his attitude to the performance of duties, and also what criteria for evaluating work are used, otherwise it is difficult for him to make timely adjustments to his work. External control is unpleasant for a specialist, therefore self-control is very important, much depends on the organization of unobtrusive control. Most people strive to acquire new knowledge that allows them to develop professionally. If subordinates are given the freedom to choose actions, they work with full dedication. These most important provisions are confirmed by practice, which means that they must be taken into account everywhere in the work on personnel motivation management.

William Ouchi completed the Theory Z research begun by McGregor. It has a system of "lifetime employment", the emphasis is on the formation of a single corporate spirit, the cultivation of a sense of justice in relation to the organization. Main distinguishing feature this theory - substantiation of the collectivist principles of motivation. According to Theory Z, the motivation of employees should come from the values ​​of the “production clan”, i.e. the enterprise is perceived as one big family. These values ​​must be developed in employees through appropriate organization and promotion of relationships aimed at achieving mutual trust, solidarity, and loyalty within the team. The essence of "theory Z" is expressed in the following provisions:

1. The manager must take care of each employee as a person as a whole, i.e. he must not only provide the workers with the necessary level of wages, but also take care of the quality of his life.
2. The employee of the enterprise is interested in his future no less than the head, and therefore the involvement of employees in the collective decision-making process is the direct responsibility of the head.
3. The enterprise demonstrates its interest in the employee by hiring for life and providing the employee with the opportunity to find the most suitable type of activity for him.

Comparative characteristics of the main provisions of the theories X, Y, Z are presented in Table 1.

Table 1.

Comparative characteristics of "theoriesX, Y, Z» .

Thus, Douglas MacGregor was one of the first to put forward the theory that the success of a leader largely depends on his ability to adapt to the situation in which he found himself, rather than on his personal characteristics. Therefore, in practice, the most acceptable is the "theory Y", as it allows you to achieve the greatest effect in the activities of the organization. "Theory X" considers a person as an unscrupulous and uninitiated worker. This explains the need for coercion, as the main motivating stimulus, and material incentives, as an auxiliary one. Of course, there are people who meet the “Theory X” model, but their share in the working population is insignificant. The implementation of "theory Y" can cause major changes in organizational structure where all power and responsibility are concentrated only at the head of the organization. "Theory Z" describes the interaction of management with employees who prefer to work in a group and have stable performance goals for the long term.

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Born 1906 Received Ph.D. from Harvard University in 1934 d. Lecturer at Harvard University Moved to MIT in 1937 d. served as Principal of Antioch College Returned to MIT in 1954 Died 1964 .

Theory X: the person is lazy and tends to avoid work strict guidance and control are the main methods of management; workers are not very ambitious, afraid of responsibility and want to be led in the behavior of workers is dominated by the desire for safety. to achieve the goals, it is necessary to force employees to work under the threat of sanctions, while not forgetting about remuneration

People are lazy They don't like work To make people work they need to be controlled, directed and held under penalty They avoid responsibility They have no ambition People are lazy They work as little as possible To make people work they need to be controlled, directed and held under penalty They avoid responsibility They have no ambition Resist change Negative motivation based on fear of punishment should prevail in the activities of the leader.

Theory Y 1 unwillingness to work is not an innate quality of an employee, but a consequence bad conditions labor that suppress the inborn love of labor; 3 the best means of achieving the goals of the organization - reward and personal development 2 with a favorable, successful past experience, employees tend to take responsibility 4 with good conditions employees form in themselves such qualities as self-discipline and self-control; 5 the labor potential of employees is higher than is commonly believed B modern production their creative potential is only partially used

People love work They manage themselves according to goals They take responsibility They are ambitious and creative People love work They manage themselves according to goals They are motivated They take responsibility They are ambitious and creative If not want to work, it means that the appropriate conditions have not been created for them. It is necessary to provide workers with more freedom to exercise independence and creativity.

Conclusions: Theory X: The activities of the leader should be dominated by the motivation of subordinates, based on the fear of punishment. Theory Y: it is necessary to provide employees with more freedom to show initiative, creativity and create favorable conditions for this.

Employees must be used, taking into account the specific state of consciousness and motivation of employees. Managers should strive to develop the group, if it is not sufficiently motivated, from the state of "X" to the state of "Y", or from the state of "economic man" to "social man". Theory Z Theory Z

A. Maslow's theory of needs physiological needs (food, drink, sleep, sexual needs, clothing, housing); needs for security and confidence in the future (needs for the physical security of the individual, stability, security, the need for order, laws and boundaries. In the refraction of the enterprise, this means labor protection, insurance, a clear system of norms and rules, protection from arbitrariness, the absence of fear of loss benefits and benefits achieved, etc.)

A theory of needs. Maslow's need in love (since the need for love and the need for sex are often confused, this level is better defined as social needs). This concept includes a sense of belonging to something or someone, a feeling that others accept you, a feeling of reciprocity, affection and support, the need to identify the individual with the goals of the group, the goals of the enterprise;

A. Maslow's theory of needs the need for respect or the need for personality differentiation (the need for recognition, respect, self-respect, the attention of other people, promotion, the need for power, status, title, belief in one's own abilities) the need for self-realization (the need for self-realization their potential and growth as a person, success in achieving goals, solving tasks, obtaining and understanding information, fulfilling creative tasks, independence in making and implementing decisions, influencing external environment by implementing their ideas, etc.).

Motivational profile of F. Herzberg Each of us is driven by 2 factors: the need to avoid suffering; the need for psychological growth. The company needs to create: hygienic factors (prevention of dissatisfaction) motivators (give satisfaction, achievement motivation) Methods for identifying surveys, tests, observation, business communication.

Vroom's expectancy theory Motivation = (Z-R) × (P-B) × (HC), where (Z-R) is the cost of labor - the results of the effort will give the desired results; there should be a high but realistic level of requirements. (Р-В) - these are results - reward - the expectation that a certain reward will be received for a certain result; a firm relationship must be established between the result and remuneration only for efficient work. HC is Satisfaction with the Reward Rewards must be valuable and meet needs

The theory of justice and equality (A. Adamson) People perceive remuneration subjectively and compare it with the remuneration of other people for similar work, and if an employee finds his remuneration unfair, then he significantly reduces the productivity and quality of work.

Situation for analysis You are employee A (Aleksey). Your colleague, employee B (Boris) works with you in the same department, performs similar tasks. Your manager R (Roman) noted Alexey's work in the current quarter. You know that an order has been prepared to reward Alexei. You are convinced that you do no less work than Alexey and work no worse than him. At the same time, your work is not marked by anything. What is your reaction? Your actions?

You tell me what you need, maybe I'll give you what you want! Motivation cannot solve all problems, although it is often viewed as a perpetual motion machine to ensure high performance. When solving the problems of employee motivation, the manager must always remember that the productivity of an employee consists of three components: - the ability to work productively, - the ability to work productively, - the readiness to work productively. It makes sense to talk about the third component only after the provision of the first two components!

Despite the fact that Douglas MacGregor died more than 40 years ago (1906-1964), he remains one of the most respected and frequently cited authors in the field of human relations (what was called behaviorism in the 1940s and 1950s).

His work has inspired such diverse thinkers as Rosabeth Moss Kanter, Warren Bennis, and Robert Waterman. Of particular note is that McGregor became famous for his motivational models - theories X and Y.

McGregor was born in Detroit, the son of a priest. In 1932 he graduated from the City College of Detroit (City College of Detroit), now it is State University Wayne (Wayne University). He received his doctorate from Harvard, then taught social psychology there. Later he moved to the Massachusetts Institute of Technology (MIT) as an assistant professor in the Department of Psychology. In 1948 he became president of Antioch College (Antioch College) in Yellow Springs, Ohio. The college was known as a progressive and liberal educational institution. In 1954 McGregor returned to MIT to lecture on management. In 1962 he became a Sloan Fellows Professor. While at MIT, McGregor inspired a new generation of thinkers with his ideas, including Warren Bennis and Edgar Shane.

Theories X and Y - main topic classic book McGregor's "The Human Side of Enterprise", published in 1960. Theory X is traditional idea"stick" and "carrot", based on the premise of the "mediocrity of the masses." It assumes that workers are inherently lazy, need external supervision and motivation, and view work as a necessary evil in the way of earning money. Theory X, according to McGregor, can be reduced to the following: “1) the average person has an inherent disgust for work and the desire to shirk from it whenever possible; 2) therefore, in order to get people to make adequate efforts in the interests of the organization, they must be coerced, controlled, directed and threatened with punishment; 3) as a rule, people prefer to take orders, avoid responsibility, they are unambitious and above all they want security.

McGregor laments that Theory X "has a significant impact on management strategy across a broad spectrum of American industry" and remarks, "The only accepted basis for organizational theory is power and the treatment of it as the primary and indispensable means of command and control."

"Today's views on the human aspect of the enterprise are dictated by beliefs like the above," MacGregor wrote, and concluded that such behavior "is determined not by human nature, but by the nature of the industrial organization, its management philosophy, policies and practices." People don't cripple organizations; organizations distort people's perspectives, aspirations, and behavior.

McGregor called the other extreme Theory Y, which is based on the premise that people want to work and need work. In this case, the organization must cultivate in employees the dedication to its goals, release their energy and direct it to solving organizational problems. McGregor describes the foundations of Theory Y as follows:

1. the expenditure of physical and intellectual efforts in work is no less natural than recreation and entertainment; the average person likes to work;
2. external control and the threat of punishment are not the only means of encouraging efforts in the interests of the company;
3. devotion common goals is directly related to the reward for the efforts spent on their achievement, and moral satisfaction is especially valuable - it can be a direct result of efforts aimed at solving organizational problems;
4. under appropriate conditions average person not only accepts the responsibility placed on him, but also strives for this; 5) people are characterized by a high degree of imagination, ingenuity and creative activity in solving organizational problems.

Theories X and Y are not simplistic schemes. McGregor was a realist. He wrote: "Today it is impossible to create an organization that will fully embody this theory, it is as incredible as the construction of a nuclear power plant in 1945. Too many obstacles would have to be overcome."

The most common objection to Theories X and Y is that they are mutually exclusive and represent opposite ends of the scale. In response to this, shortly before his death in 1964, McGregor developed Theory Z, which synthesized organizational and personal imperatives. The Z concept was subsequently developed by William Ouchi. In Theory Z, he analyzed the working methods of the Japanese, thus finding fertile soil for many of the ideas included by McGregor in Theory Z.

This concerned lifelong employment, caring for employees, including their public life, informal control, consensus decision-making, leisurely progress, effective system transfer of information from top to bottom and vice versa with the help of middle managers, dedication to the firm and the value of quality.

How ideas work

Theories X and Y are often billed as nothing more than a human-centered manifesto: McGregor argued that effective managers tend to value and trust people, while an ineffective leader is cynical and mistrustful. But McGregor did not look at the world so simplistic. He recognized that X managers could be corporate dictators and still trust their people. He also didn't see the X executives as ideal - they could trust people and treat them well, but still drive the business to a dead end. McGregor was in no hurry to give recipes, but simply watched how motivation is created in the life of organizations. “Motivation, the potential for development, the ability to take responsibility... it's all there in people. This is not the merit of managers,” he wrote.

Even if this is true, it is worth noting that Theory Y did not remain just theorizing. In the early 1950s McGregor helped Procter & Gamble design a plant in Georgia based on the Model Y with self-managing teams. In terms of productivity, this plant quickly overtook the rest of P&G.

Products

As a specialist in social psychology PhD Douglas McGregor for a long time dealt with management issues. After the end of World War II, his name was closely associated with brilliant ideas in this area.

Unfortunately, Douglas MacGregor contributed to management only through one completed work. This work was the only one that the scientist could present to the world before death took him at the age of 57. Douglas McGregor's Theory X and Y and several draft papers that were never completed are the only legacy of this American sociologist.

McGregor's main idea on X

Douglas MacGregor made two assumptions about the human nature of behavior. In the course of research, he noticed how dual the human essence can be.

For example, Douglas McGregor's Theory X suggests a negative view of people.

It characterizes a person as someone who:

• possesses ambition (even to a small extent this trait is inherent in all);
• does not like to work;
• seeks to avoid responsibility;
• can work effectively only under the strictest supervision.

McGregor's main idea for Y

In turn, Douglas McGregor's theory Y characterizes a person from a positive point of view.

It shows a person as a person who is capable of:

• to self-organization;
• take responsibility;
• perceive work as a natural thing, comparable to play or rest.

These conflicting theories were put forward on the basis of the research.

Determining parameters of the theory

There are a number of underlying factors that Douglas McGregor has analyzed. The theory of x and y is based on the activities of the performer at his workplace. As a result of the study, it was revealed that there are certain parameters that determine the actions of the performer. By taking them under his control, the manager will be able to control the actions of his subordinates.

These settings are based on:

• tasks assigned to subordinates;
• time of receipt of tasks;
• beliefs possessed by a subordinate, in a guarantee of receiving appropriate remuneration;
• the quality of performance of work tasks;
• expected time to complete tasks;
• the team (close environment) in which the subordinate works;
• funds provided for the execution of tasks;
• instructions issued by management;
• the beliefs of the subordinate in getting him what he can to complete the task;
• the amount of remuneration guaranteed for successfully completed work;
• the level of involvement of the subordinate in the problem area associated with the task.

Douglas MacGregor expressed the opinion that the provisions relating to Theory Y are closer to the truth. They more accurately reflect the essence of employees, so it is these provisions that should be taken into account when building a management strategy and practice.

Theory X: its main provisions

The provisions relating to Theory X are as follows:

1. Based on their nature, employees have a sharply negative attitude towards work. They try to avoid it by any means, if the conditions favor it.
2. To achieve the desired result, subordinates should be forced to work. The employee must be under strict supervision. An alternative to this may be the threat of punishment for poor performance.
3. Employees practice tactics of avoiding assigned duties. For the further execution of the work, formal instructions are required almost every time the prerequisites for this arise.
4. The priority for most of the workers is, first of all, a sense of security, and only then all other factors that are related to work. As a rule, under such conditions, great ambition is rarely shown.

Theory Y: its main provisions

This theory by Douglas McGregor includes the following:

1. The perception of work is accepted by employees in the same natural form as play or recreation.
2. Subject to the dedication of the personnel of their company and their focus on obtaining good result in the course of work, additional instructions and control from the outside will not be required.
3. The average person can learn to take responsibility for their activities and even learn to develop a desire for it.
4. Among the population, the ability to make the right decisions is quite widespread. This ability is not necessarily inherent in management personnel.

Theory X: clarification of the first proposition

Douglas McGregor points out that the assumptions that are inherent in Theory X are quite widespread in the literature on organizations. In reality, management practice and policy use these provisions extremely rarely.

Given that the average person is born with a sense of dislike for work, McGregor was able to trace even the history of the development of this position and identify the emphasis that guides managers. They are voicing concern about the likely curtailment of production volumes. This leads to the formation of a special system of individual remuneration. Her role fully shows that at the basis of this system is the belief that management efforts are needed to combat the propensity of a person to shy away from doing work.

Theory X: clarification of the second proposition

The second point follows from the above. Given the innate reluctance of a person to work, there is a need for certain actions on the part of management.

These actions are to:

• to force an individual to perform work;
• exercise control;
• direct his action;
• practice a policy of intimidation against the majority of individuals.

All these actions are aimed at forcing individuals to make their own contribution to the achievement of the overall goals of the organization.

In this case, the conclusion suggests itself that the reward system is not a guarantee of the successful completion of tasks by the employee. Only the threat of punishment can become a compelling factor. And all this stems from the belief that people can do work only under the influence of external coercion and control.

Theory X: clarification of the third proposition

The third proposition states that the average individual would prefer to be controlled from the outside. He is afraid of responsibility, is not characterized by the presence of special ambitions, and in his activities seeks, first of all, security.

Despite the fact that America's social and political values ​​speak of the ideal qualities of the average person, most managers in real life live by the conviction that "the masses are mediocre."

On the basis of the highlighted provisions, McGregor makes attempts to prove that this intellectual scheme is not abstract. It is widely used in the management practice of the modern world.

Explanation of the theory

The provisions that are within the framework of Theory X have been criticized by McGregor. According to the Wu theory, a person spends his mental and physical forces not only for rest or play, but also for work, which indicates the natural nature of this expense. Therefore, the average individual will not necessarily show dislike for the performance of the assigned tasks.

There is no need for external control in such conditions. The person will be subjected to self-management and self-control, for which the reward functions are responsible, which the person associates with his own achievements. Moreover, on the part of the individual, the most valuable reward for the labors is the feeling of satisfaction of one's needs for self-realization and self-affirmation.

It is these aspirations that form the basis for achieving the goals of the organization in the framework of the theory of W.

This theory is somewhat isolated from other process theories of motivation due to the fact that it describes the types and behavior of the leaders of organizations, therefore, in management it is often referred to as theories of power and leadership. However, due to the fact that managers are also employees of the team, who are characterized by labor motivation and certain behavior in the labor process, it is referred to as procedural theories of motivation.

As a behavioral characteristic of the leader, D. McGregor singled out the degree of his control over his subordinates. The extreme poles of this characteristic are authoritarian and democratic leadership.

Douglas McGregor analyzed the performer's activities in the workplace and found that the manager can control the following parameters that determine the performer's actions:

• tasks that the subordinate receives;
• the quality of the task;
• time of receipt of the task;
• expected time to complete the task;
• funds available to complete the task;
• the team in which the subordinate works;
• instructions received by subordinates;
• convincing the subordinate of the feasibility of the task;
• persuading a subordinate to be rewarded for successful work;
• the amount of remuneration for the work performed;
• the level of involvement of the subordinate in the range of work-related problems.

All these factors depend on the manager and, at the same time, in one way or another affect the employee, determine the quality and intensity of his work. Douglas MacGregor came to the conclusion that based on these factors, it is possible to apply two different approaches to management, which he called "Theory X" and "Theory Y".

• a person is lazy by nature, does not like to work and avoids it in every possible way;
• a person has no ambition, he avoids responsibility, preferring to be led;
• effective work is achieved only through coercion and the threat of punishment.

It should be noted that such a category of workers does occur. For example, people who are psychasthenoids by personality type. Without showing any initiative in their work, they will willingly obey the leadership, and at the same time complain about their working conditions, low wages, etc.

"Theory Y" corresponds to the democratic style of management and involves the delegation of authority, improving relationships in the team, taking into account the corresponding motivation of the performers and their psychological needs, enriching the content of the work. According to her:

• labor for a person is a natural process;
• in favorable conditions, a person strives for responsibility and self-control;
• he is capable of creative solutions, but realizes these abilities only partially.

It is these people and this style of leadership that are most appropriate for achieving effective motivation under market conditions.

Both theories have an equal right to exist, but, due to their polarity, in pure form do not occur in practice. As a rule, in real life there is a combination various styles management.

These theories had a strong influence on the development of management theory in general. Links to them today can be found in many practical manuals on enterprise personnel management, motivation of subordinates.

McGregor's theories were developed for the individual. Further improvement of approaches to management was associated with such development of the organization as a system open type, and also considered the work of a person in a team. This led to the concept of a holistic approach to management, i.e. the need to take into account the totality of production and social problems.