Theory X` Theory Y`

Theory Y'
Theory X'
management
Theory X - authoritarian,
repressive style. Tight control,
Theory Y - liberating and developmental.
no development. Produces
limited, depressed culture.
Control, achievement and continuous
improvement achieved by enabling,
empowering and giving responsibility.
management
© 2002 alan chapman
Based on Douglas McGregor's XY-Theory.
www.businessballs.com
This diagram was developed by alan chapman consultancy and you may use it personalty or within your organisation provided copyright and www.businessballs.coin
acknowledged. Publication in any form or use in provision of business services to a third party is not allowed without permission from alan chapman. Support and
advice on using this system is available from alan chapman via email [email protected]. More free online training resources are at www.businessbaHs.com.
'X-Y Theory' Questionnaire
Score tiie statements (5 = always, 4 - mostly, 3 = often, 2 = occasionally, 1 = rarely, 0 = never)
To indicate whether the situation and management style is 'X' or 'V:
1. My boss asks me politely to do things, gives me reasons why, and invites my suggestions.
2. I am encouraged to learn skills outside of my immediate area of responsibility.
3. I am left to work without interference from my boss, but help is available ir~I want it,
4. I am given credit and praise when I do good work or put in extra effort.
5. People leaving tiie company are given an 'exit interview' to hear their views on the organisation.
6. I am incentivised to work hard and well.
7. If I want extra responsibility my boss will find a way to give it to me.
8. If I want extra training my boss will help mefindhow to get it or will arrange it
9. I call my boss and my boss's boss by tiieir first names.
10. My boss is available for me to discuss my concerns or worries or suggestions.
11.1 know what the company's aims and targets are.
12.1 am told how the company Is performing on a regular basis.
13. I am given an opportunity to solve problems connected with my work.
14. My boss tells me what is happening in the organisation.
15. I have regular meetings with my boss to discuss how I can improve and develop.
[
1 Total score
60-75 = strong Y-theory management (effective short and long term)
45-59 = generally Y-theory management
16-44 = generally X-thewy management
0 -15 = strongly X-theory management (autocratic, may be effective short-term, poor long-barm)
To Indicate whether the person prefers being managed by 'X' or 'V style:
1. I like to be Involved and consulted by my boss about how I can best do my job.
2. I want to learn skills outside of my Immediate area of responsibility.
3. I like to work without interference from my boss, but be able to ask for help if I need it
4. I work best and most productively without pressure from my boss or the threat of losing my job.
5. When I leave the company I would like an 'exit interview' to give my views on the organisation.
6. I like to be incentivised and praised for working hard and well.
7. I want to increase my responsibility.
8. I want to be trained to do new things.
9. I prefer to be friendly with my boss and the management
10.1 want to be able to discuss my concerns, worries or suggestions with my boss or another manager.
11.1 like to know what the company's aims and targets are.
12.1 like to be told how the company is performing on a regular basis.
13. I like to be given opportunities to solve problems connected with my work.
14. I like to be told by my boss what is happening In the organisation.
15. I like to have regular meetings with my boss to discuss how I can improve and develop.
^
J
Total score
60-75 = strongly prefers Y-theory management
45-59 = generally prefers Y-theory management
16-44 = generally prefers X-theory management
0 -15 = strongly prefers X-theory management
Most people prefer 'Y-theory' management These people are generally uncomfortable in 'X-theory' situations and are unlikely to be
productive, espedalty tang-term, and are likely to seefc atenabVe situations. This qutfk test provides a broad indfcatton as to management
style and Individual preference, using the 'X-YTheor/ definitions. This assessment tool was developed by alan chapman and you may use ft
personally or within your organisation provided copyright and www.buslnessbaiis.com is acknowledged. Not to be sold or published. User
accepts sole risk; aJan chapman assumes no liability. More free online development resources (and explanation of McGregor's X-Y Theory) are
© alan chapman 2002.
Based on Douglas McGregor's XY-Theory.
http://www.bu5ine5sballs.com/
SELF ASSESSMENT OP KEY MANAGERIAL ORIENTATIONS
3
the one which typifies you. Follow the same procedure for
the "3," "4," "5," and "6" elements.
Element 1: Decisions
al. I accept decisions of others
bl. I place high value on maintaining good relations
cl. I place high value on making decisions that stick
dl. I search for workable, even though not perfect, decisions
el. I place high value on getting sound creative decisions
that result in understanding and agreement
Element 2: Convictions
a2. I go along with opinions, attitudes, and ideas of others
or avoid taking sides
>2. I prefer to accept opinions, attitudes, and ideas of others
rather than to push my own
c2. I stand up for my ideas, opinions, and attitudes, even
though it sometimes results in stepping on toes
Ad2. When ideas, opinions, or attitudes different from my
own appear, I initiate middle ground positions
e2. I listen for and seek out ideas, opinions, and attitudes
different from my own. I have clear convictions but
respond to sound ideas by changing my mind
Element 3: Conflict
a3. When conflict arises, I try to remain neutral or stay
out of it
b3. I try to avoid generating conflict, but when it does appear, I try to soothe feelings and to keep people together
c3. When conflict arises, I try to cut it off or to win my
position
d3. When conflict arises, I try to be fair but firm and to
get an equitable solution
. When conflict arises, I try to identify reasons for it and
to resolve underlying causes
Element 4: Emotions (Temper)
a4. By remaining neutral, I rarely get stirred up
b4. Because of the disturbance tensions can produce, I react
4
THE MANAGERIAL GRID
in a warm and friendly way
c4. When things are not going right, I defend, resist or
come back with counter arguments
d4. Under tension, I feel unsure which way to turn or shift
to avoid further pressure
e4. When aroused, I contain myself, though my impatience
is visible
Element 5: Humor
a5. My humor is seen by others as rather pointless
b5. My humor aims at maintaining friendly relations or
when strains do arise, it shifts attention away from
the serious side
co. My humor is hard hitting
d5. My humor sells myself or a position
e5. My humor fits the situation and gives perspective; I
retain a sense of humor even under pressure
Element 6: Effort
a6. I put out enough effort to get by
b6. I rarely lead but extend help
c6. I drive myself and others
d6. I seek to maintain a good steady pace
e6. I exert vigorous effort and others join in
After reading the remainder of the book, it will be
possible for you to interpret your rankings and to compare them with the norms presented in Chapter 10.
1. The Managerial Grid: An Exploration of Key Managerial Ori-
entations. Austin, Tex.: Scientific Methods, Inc., 1962.
SELF ASSESSMENT OF KEY MANAGERIAL ORIENTATIONS
3
the one which typifies you. Follow the same procedure for
the "3," "4," "5," and "6" elements.
Element 1: Decisions
al. I accept decisions of others
bl. I place high value on maintaining good relations
cl. I place high value on making decisions that stick
dl. I search for workable, even though not perfect, decisions
el. I place high value on getting sound creative decisions
that result in understanding and agreement
Element 2: Convictions
a2. I go along with opinions, attitudes, and ideas of others
or avoid taking sides
b2. I prefer to accept opinions, attitudes, and ideas of others
rather than to push my own
c2. I stand up for my ideas, opinions, and attitudes, even
though it sometimes results in stepping on toes
d2. When ideas, opinions, or attitudes different from my
own appear, I initiate middle ground positions
e2. I listen for and seek out ideas, opinions, and attitudes
different from my own. I have clear convictions but
respond to sound ideas by changing my mind
Element 3: Conflict
a3. When conflict arises, I try to remain neutral or stay
out of it
b3. I try to avoid generating conflict, but when it does appear, I try to soothe feelings and to keep people together
c3. When conflict arises, I try to cut it off or to win my
position
d3. When conflict arises, I try to be fair but firm and to
get an equitable solution
e3. When conflict arises, I try to identify reasons for it and
to resolve underlying causes
Element 4: Emotions (Temper)
a4. By remaining neutral, I rarely get stirred up
b4. Because of the disturbance tensions can produce, I react
Self Assessment of
Key Managerial Orientations
As an aid to personal study during the reading of this
book, it is suggested that a preliminary self assessment
be made from the materials included in the rest of this
chapter,1
Managerial Styles
Rank the paragraphs from most to least typical, as a
description of yourself; 1 is most typical, 2 is next most
typical, and so on to 5 which is least typical of you. When
you have finished ranking, there should be only one of each
number from 1 to 5. There can be no ties.
a. I accept decisions of others. I go along with opinions, attitudes, and ideas of others or avoid taking
sides. When conflict arises, I try to remain neutral or stay out of it. By remaining neutral, I
rarely get stirred up. My humor is seen by others
as rather pointless. I put out enough effort to
get by.
b. I place high value on maintaining good relations. I
prefer to accept opinions, attitudes, and ideas of
others rather than to push my own. I try to avoid
generating conflict, but when it does appear, I
try to soothe feelings and to keep people together.
Because of the disturbance tensions can produce,
2
THE MANAGERIAL GRID
I react in a warm and friendly way. My humor
aims at maintaining friendly relations or when
strains do arise, it shifts attention away from
the serious side. I rarely lead but extend help.
c. I place high va3ue on making decisions that stick.
I stand up for my ideas, opinions, and attitudes,
even though it sometimes results in stepping on
toes. When conflict arises, I try to cut it off or
to win my position. When things are not going
right, I defend, resist or come back with counter
arguments. My humor is hard hitting. I drive
myself and others,
•
—d. I search for workable, even though not perfect,
decisions. When ideas, opinions, or attitudes different from my own appear, I initiate middle
ground positions. When conflict arises, I try to
be fair but firm and to get an equitable solution.
Under tension, I feel unsure which way to turn
or shift to avoid further pressure. My humor sells
myself or a position. I seek to maintain a good
steady pace.
e. I place high value on getting sound creative decisions that result in understanding and agreement.
I listen for and seek out ideas, opinions, and attitudes different from my own. I have clear convictions but respond to sound ideas by changing
my mind. When conflict arises, I try to identify
reasons for it and to resolve underlying causes.
When aroused, I contain myself, though my impatience is visible. My humor fits the situation
and gives perspective; I retain a sense of humor
even under pressure. I exert vigorous effort and
others join in.
ELEMENTS
Consider all of the "1" statements (i.e., al, bl, cl, dl, el)
and select from them the one which best describes you. Do
the same for all "2" elements (a2, b2, c2, d2, e2) circling
THE MANAGERIAL GRID
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