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

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