Theory X And Theory Y: Applying Mcgregor's Theory to Law Enforcement Term Paper

Rather than continually telling people what to do, Theory Y managers believe that people actually want to work and do a good job and that "people will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment" (Chapman 2013). The managers who have applied this philosophy to their leadership and show great trust and confidence in the ability of workers to monitor themselves and to exercise personal judgment have always been the most respected and well-liked in my experience.

Theory Y managers also believe that workers can be motivated by other aspects of their job such as duty and a commitment to serve. In general, almost all of my managers have acknowledged the tremendous risks officers undertake as part of their duties and realize that all persons involved in law enforcement have some sense of a higher duty or power they serve as part of their vocation. It is trusting in subordinates' abilities to participate in decision-making and to acknowledge the value of the input subordinates can offer from their observations on the ground that has proven to be challenging at times for some of my managers who still subscribe to the Theory X point-of-view.

Law enforcement personnel may desire security but they are motivated by other personal factors, such as an eagerness to do an excellent job serving the public and to earn the respect of their fellow officers. These are positive qualities that demand a more than purely transactional relationship between managers and employees: they can and must be channeled to ensure that the department will function at its optimal level.

References

Chapman, A. (2013). Douglas McGregor: Theory X and Theory Y Business Balls.

Retrieved from: http://www.businessballs.com/mcgregor.htm