UGANDA CHRISTIAN UNIVERSITY

NAME
REG. No.
PAJOB BEATRICE
SO7BO4/612
OYIRWOT ISAAC ALI
SO6BO4/603
BALIBOOLA NNUME IVAN
SO7BO4/103
WALAGA PATRICIA
SO7BO4/904
GONA HARRISON
SO7BO4/231

COURSE MASSCOMMUNICATION

COURSEUNIT MEDIA MANAGEMENT

LECTURER MR OBOMBA
QUESTION

Research about Bureaucratic management

Explain Douglas McGregor’s theory x and y. Get the clear difference

between the two
Bureaucratic Management
Is a classical scientific theory of 1920s associated with max Weber? He developed the
concept of bureaucracy as a formal system of organization and administration designed to
ensure efficiency and effectiveness. It enhances management’s ability to predict and control
the behaviour of their workers.

Max Weber concluded that many organisations were inefficient managed with decisions
based on personal relationship. He proposed that the form of organisation called a
bureaucracy is characterised by a division of labour, hierarchy, formalised rules,
impersonality, and the selection and promotion of employees based on ability would lead to
more efficient management.

Weber contended that managers in authority in an organisation should base on position held
by managers in the organisational hierarchy.

Weber’s views of bureaucracy were a system of power where leaders exercise control over
others a system based on discipline. According to Weber Authority is the power to hold
people accountable for their actions, Positions in the firm should be held based on
performance, not social contacts, Position duties are clearly identified so that people know
what is expected of them and that Lines of authority should be clearly identified such that
workers know who reports to whom.

Bureaucratic management principles

1. A formal hierarchal structure that is following protocol, centralised planning
2. Management by rules
3. Organisation by functional speciality
4. An up focused or in focused mission. up focused meaning board, in focused meaning
cash flow and profits
5. Purposely impersonal which means equality to all following the rules.
6. Employment based on technical qualification for instance masters degree, experience
which protect the employee

2. Douglas McGregor was an American social psychologist who popularized the idea that
managerial assumptions about human nature and human behavior are all-important in
determining managers’ styles of operating. In his 1960 book, The Human Side of Enterprise,
Douglas McGregor proposed two theories by which to view employee motivation. He
avoided descriptive labels and simply called the theories Theory X and Theory Y

A Theory X manager believes that his or her employees do not really want to work, that they
would rather avoid responsibility and that it is the manager's job to structure the work and
energize the employee. The result of this line of thought is that Theory X managers naturally
adopt a more authoritarian style based on the threat of punishment while Theory Y manager
believes that, given the right conditions, most people will want to do well at work and that
there is a pool of unused creativity in the workforce. They believe that the satisfaction of
doing a good job is a strong motivation in and of itself. A Theory Y manager will try to
remove the barriers that prevent workers from fully actualizing their potential.

Generally, theory X is the assumption that employees dislike work, are lazy, dislike
Responsibility and must be coerced to perform. Theory Y is the assumption that employees
like work, are creative, seek responsibility and can exercise self-direction.

According to McGregor, most managers tend to subscribe to Theory X, in that they take a
rather pessimistic view of their employees. Which is also evident today strict rules and
punishment for say late coming or absenteeism at work without proper reason.

This theory was based on Maslow's hierarchy of needs where Mc Gregor grouped
Maslow’s hierarchy into “lower order" (Theory X) needs and "higher order" (Theory Y)
Needs, He suggested that management could use either set of needs to motivate employees
subject to their characteristics and theory of description.
Differences between theory x and y include:
Theory X Theory y
The average human being has an inherent Physical and mental effort in work is similar
dislike of work and will avoid it. It’s simple to play / rest.
reminder of natural rules for managing
people by pressure of day to day activities

Most people must be coerced, controlled, External control and the threat of punishment
directed, and threatened with punishment are not the only strategies
The average human being prefers to be
directed, wishes to avoid responsibility, and
has relatively little ambition, wants security.
Commitment to objectives is a function of the
The average human being prefers to be rewards associated with their achievement.
directed, wishes to avoid responsibility, and The average human being learns, under
has relatively little ambition, wants security. proper conditions, not only to accept but to
Neither explains nor describes human nature seek responsibility
Intellectual potentialities of the average
human being are underutilized

Responsibility of manager to make It’s not responsibility of manager to make

employees production workers productive but its employees.

Conclusion
All in all managers will need theory x and y to ensure an effective work force and
productivity of the organisation. However, people need not only to work but also want to
work.Today managers employ theory x more often.