McGregor's Theory X and Theory Y influenced a number of researchers, including Chris Argyris of Harvard University. Argyris identifies and describes two behaviour patterns, which he calls Pattern A and Pattern B, that are often associated with Theory X and Theory Y organisations, respectively.
Argyris wrote that most employees in the United States were managed with styles consistent with Theory X assumptions about human nature. He warned, “There is a lack of congruency between the needs of the individual and the organisation's demands.” He observed that bureaucratic/pyramidal (Theory X) structures lead to rigid, mistrustful relationships that lower the efficiency of the organisation and that humanistic/democratic (Theory Y) structures foster trusting relationships and increased competence, which tends to improve the efficiency of the
organisation.
Argyris contended that employee development and organisational effectiveness are frustrated by restrictive Theory X management practices (i.e., task specialisation, chain of command, tight supervision, threats of punishment). He felt this organisational environment encourages passive, dependent, subordinate, and mistrustful behaviour. He also pointed out that employee frustration increases as you descend the chain of command, and controls increase.
He recommended increasing organisational efficiency and encouraging individual growth to provide employees with a work climate based on Theory Y assumptions.
The drawbacks of Argyris’ concepts are the same as McGregor's. Certain situations and individuals must be managed using Theory X principles, or overall organisational effectiveness will suffer.
Originally published on LearningPages.org
