Avoiding confrontation (unless you are genuinely being bullied, which is a different matter) and delivering results are key tactics. Working for an X-theory boss isn't easy - some extreme X-Theory managers make extremely unpleasant managers, but there are ways of managing these people upwards. Relatively unconcerned with investing in anything to gain future improvements.Holds on to responsibility but shifts accountability to subordinates.Poor at proper delegating - but believes they delegate well.Takes criticism badly and is likely to retaliate if from below or peer group.Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence.Seeks culprits for failures or shortfalls.Scrutinises expenditure to the point of false economy.Withholds rewards, and suppresses pay and remunerations levels.Fundamentally insecure and possibly neurotic.
Proud, sometimes to the point of self-destruction.Unconcerned about staff welfare, or morale.Issues threats to make people follow instructions.Issues instructions, directions, edicts.Results-driven and deadline-driven, to the exclusion of everything else.Typically characteristics of an X-Theory manager are most or all of these: Perhaps the most noticeable aspects of McGregor's XY Theory - and the easiest to illustrate - are found in the behaviours of autocratic managers and organisations which use autocratic management styles. What are the Characteristics of an X-Theory Manager? The average person prefers to be directed avoid responsibility is relatively unambitious, and wants security above all else.Therefore most people must be forced with the threat of punishment to work towards organisational objectives.The average person dislikes work and will avoid it if he/she can.Theory X - 'Authoritarian Management' Style McGregor's ideas significantly relate to the modern understanding of the Psychological Contract, which provides many ways to appreciate the unhelpful nature of X-Theory leadership and the useful constructive beneficial nature of Y-Theory leadership. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop.Many managers tend toward Theory X and generally get poor results.His ideas suggest that there are two fundamental approaches to managing people: McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. McGregor's XY Theory remains central to organisational development, and to improving organisational culture. Theory X and Theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book ' The Human Side Of Enterprise'.
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