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Douglas McGregor

Douglas McGregor. (1906-1964). PRESENTED BY-: JAI SHANKAR SINGH. McGregor’s Profile. Bachelor’s from Wayne State University. District manager of retail gas company. Worked with transient laborers. Masters and PhD from Harvard. Psychologist at MIT.

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Douglas McGregor

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  1. Douglas McGregor (1906-1964) PRESENTED BY-: JAI SHANKAR SINGH

  2. McGregor’s Profile • Bachelor’s from Wayne State University. • District manager of retail gas company. • Worked with transient laborers. • Masters and PhD from Harvard. • Psychologist at MIT. • President of Antioch College from 1948 to 1954.

  3. McGregor’s Beliefs • Employees are not machine parts to be fixed, redesigned, or eliminated. • They are individual people in all of their complexity.

  4. McGregor’s Contributions to Management • Improved performance by appraisal process. • Theory X and Theory Y. • How to improve organizational effectiveness .

  5. Improved Performance by Appraisal Process

  6. McGregor’s Contribution to Performance Appraisal • Three uses of performance appraisal • Administrative – salary, promotion. • Informative – feedback, suggestions for behavioral change. • Motivation – coach, council.

  7. McGregor’s Contribution to Performance Appraisal • By using MBO, the emphasis is on: • Analysis not appraisal • The future not the past • Performance not personality

  8. Problems with Conventional Performance Appraisals • Organizational objectives and requirements evolve. • Management’s judgments differ. • Focus is on the past. • Employee performance is related to how he is managed.

  9. Theory X and Theory Y

  10. McGregor’s Contribution to Management Theory • Theory X assumptions • The average person dislikes work and will avoid it. • Most people must be coerced or controlled. • People avoid responsibility and have little ambition.

  11. McGregor’s Contribution to Management Theory • Theory Y assumptions • Physical and mental work effort are natural. • Committing to objectives will allow the full range of control tools to be utilized. • Commitment is a function of proper rewards. • People learn to seek responsibility. • People have the ability to creatively solve organizational problems. • Employees need the freedom to utilize their untapped potential.

  12. How to Improve Organizational Effectiveness?

  13. McGregor’s Contribution to Management Theory • People can achieve their own goals by pursuing the organization’s goals. • The organization will suffer if this does not occur.

  14. McGregor’s View of Organizational Maps • Current organizational structures: • Delegate some authority not responsibility • You only have one boss • Strict span of control

  15. McGregor’s Observation • Workers perceptions determine how they respond to a policy or decision. • Don’t apply mechanical system rewards and punishments when intrinsic rewards are called for.

  16. McGregor’s Suggestion for Improving Organizational Effectiveness • Independent teams become the operative work groups. • Teams have high self control/self regulation. • Supervision becomes support/instruction. • Teams help fulfill “social man” needs. • Teams remove reasons to fight the system.

  17. THANKYOU

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