The representative figure of y test theory is

Douglas McGregor (1906 ~ 1964) received a postdoctoral degree in psychology from Harvard University. He taught at Harvard for several years, and then 1937 transferred to MIT. McCraig believes that the fundamental problem of management lies in the assumption of human nature by managers. The closer to the truth, the more rational it is. MacGregor Publishing > The Human Side of Enterprise 1960. He believes that the organizational design at that time was based on the wrong assumption of human nature. He called the prevailing view at that time Theory X: Theory X holds that people don't like work, human nature is passive, human nature opposes reform and is indifferent to organizations, and people need someone to manage them.

He put forward a different set of views, called Y theory. Y theory holds that managers must clarify the relationship between employees' personal characteristics and environmental characteristics; He thinks that people are not born lazy and hate work. If they are properly motivated, people can motivate themselves and be creative. External control is not the only way to make people work hard. People can control themselves in self-commitment and decision-making. Let employees have a sense of responsibility for their own tasks, and job enrichment can encourage people to take responsibility.

In theory Y, he believes that if a verifiable target system is established, decentralization and authorization can be ensured. At this point, McGregor provided a theoretical basis for Drucker's early management by objectives.

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Who is looking for theory and theory y?

The representative figures of X theory and Y theory are

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Who put forward the famous X theory and Y theory?

Theory X and Theory Y were put forward by American psychologist Douglas McGregor in his book "Human Aspects in Enterprises" 1960. Theory X is McGregor's name for the human nature hypothesis that people's work motivation is regarded as "utilitarian" who get economic reward. The main points are: 1, lazy, hate work, try to escape; Most people have no ambition and are afraid of being responsible, preferring to be scolded by leaders; 2. Most people must use coercion, even punishment and threats to make them strive to achieve organizational goals; 3. Motivation only works at the level of physiological and safety needs; Most people have little creativity. Therefore, the only incentive method of enterprise management is to stimulate production with economic incentives. As long as monetary incentives are increased, higher output can be obtained. Therefore, this theory pays special attention to meeting the physiological and safety needs of employees, and also attaches great importance to punishment, which is considered as the most effective management tool. MacGregor treats Theory X with a critical attitude, pointing out that it is extremely one-sided for traditional management theory to treat people without modern politics, society and economy. This combination of hard and soft management will lead to hostility and conflict among employees. He put forward the opposite Y theory in view of the wrong hypothesis of X theory. Y theory refers to the viewpoint of combining personal goals with organizational goals, which is opposite to X theory. The main points of Y theory are as follows: 1. It is not the nature of ordinary people to hate work. Given the right opportunities, people like to work and are eager to give full play to their talents. 2. Most people are willing to take responsibility for their own work and seek opportunities to give full play to their abilities; 3. Ability limitation and punishment are not the only ways to make people work hard for organizational goals; 4. Motivation plays a role in all levels of demand; Imagination and creativity are universally possessed by human beings. So people are "automatic people". The incentive measures are: expanding the scope of work; Make employees' work as meaningful and challenging as possible; Stimulate their pride after work and meet their needs for self-esteem and self-realization; Let employees realize their own incentives. As long as the internal factors are stimulated and self-control and self-guidance are implemented, the ideal state of unity of organizational goals and individual needs can be achieved under suitable conditions.

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