Adrian Kyle

When operating as a “lower level” employee in today’s system one wouldn’t necessarily be able to tell whether or not managers were aware of any sort of theories concerning their job description and how they might interact with the people under their authority. It seems that many people who start businesses these days never actually studied business, and are only concerned with learning tricks that will keep their business open and thriving regardless of human capital or employees. The people who have to deal with the ins and outs of the business on a day to day basis have never been high on the list of priorities for employers I have been involved with personally. I found two of the management theories in chapter ten of our text to be more intriguing than the others, and find it incredible how simple it could be to apply them in any workplace. McGregor’s theory has two components, Theory X and Theory Y. Theory X is a somewhat offensive theory that illustrates the fact that the manager who would put it into action sees the employees under them as the “other”, and has forgotten that they are also employed by someone and were not always a manger. So obviously I agree with Theory Y. Theory Y states that people generally enjoy, or want to work, can work toward goals they believe in, or are committed to, that they are motivated by potential reward and personal goals, that they want to be trusted with responsibility, that they are capable of imaginative problem solving, and that a person’s potential is typically only partially realized. The managers who implement this style of management often focus on a more relaxed business atmosphere and allow employees more freedom and control over their jobs while encouraging them to feel respected and in control of their future with the company. Now, nothing is perfect, and I believe a problem with this could