The Type X manager returns

 

Recently, a colleague reminded me of the classic X-Y theory of managing, as first described by Douglas McGregor in his 1960 book, The Human Side Of Enterprise. McGregor postulated that there are two types of managers.

Type X managers are authoritarians. They can be described as having these thoughts:

* The average person dislikes work and will avoid it if they can.
* Most people must be threatened with punishment to work toward organizational objectives.
* The average person prefers to be directed, to avoid responsibility, is relatively unambitious, and wants security above anything else.

Conversely, Type Y managers are participative managers. They generally feel:

* Effort in work is as natural as work and play.
* People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or threats.
* Commitment to objectives is a function of rewards associated with their achievement.
* People usually accept and often seek responsibility.
* The capacity to use a high degree of imagination, ingenuity, and creativity in solving organizational problems is widely - not narrowly - distributed in the population.
* In industry, the intellectual potential of the average person is under-utilized.

McGregor generally advocated treating people like people, not cogs in some industrial machine. Unfortunately, in this era of "you-oughta-be-happy-you've-gotta-job," we've come full circle, and Type X micromanagers are showing their horns. Indeed, in talking to engineers, there are some managers out there who still think that 1950s style management is the only option.

So, what can you do if you find yourself working for one of these dinosaurs? Alan Chapman, editor of a Web site called BusinessBalls (www.businessballs.com/mcgregor.htm), gives some excellent advice on how to work for (or with) a Type X manager:

* Type X managers are primarily results oriented - so focus your dealings with them around results - what you can deliver and when.
* Type X managers are facts and figures oriented - so cut out the incidentals and be able to measure and substantiate anything you say and do for them, especially reporting on results and activities.
* Type X managers generally don't understand or have an interest in the human issues, so don't try to appeal to their sense of humanity or morality. Be seen as self-starting, self-motivating, self-disciplined, and well-organized - the more the manager sees you are managing yourself and producing results, the less they'll feel the need to do it for you.
* Deliver on commitments and promises. If given an unrealistic task, state the reasons why it's not realistic without being negative. Be constructive as to how the overall aim can be achieved in a way that you know you can deliver.
* Stand up for yourself, but constructively - avoid confrontation. Never threaten or go over their heads if you are dissatisfied.

Do you have a Type X manager? How do you deal with him or her? Drop me an email at "pheney at penton dot com" (spelled out to avoid spidering searches for spam), and we'll run the best responses - anonymously, if you wish. After all, sometimes misery just loves company.

Paul J. Heney
senior editor