Douglas McGregor introduced the X and Y organizational styles in the 1960s. McGregor believed that managers' views on their employees had a significant impact on their performance.
X managers believed employees were lazy, needed close supervision, and strict rules to ensure productivity because the industrial revolution required uneducated people to work long shifts with minimal training. Workers were viewed as cogs in a machine, rather than valuable contributors. Despite more education, many managers continued to view employees as unskilled labour, rather than a valuable asset.
Y managers believed their employees were motivated, self-directed, and capable of valuable contributions.
The X and Y organizational styles are now staples in management theory, influencing leaders like Warren Bennis, who prioritize trust, empowerment, and collaboration over micromanagement.
In today's fast-paced business environment, adopting a Y-style approach can create a culture of innovation and engagement, ensuring long-term success.