Theory X or Theory Y?

What is Theory X and Y? Description
Douglas McGregor, an American social psychologist, proposed his famous Theory X and Theory Y models in his book 'The Human Side Of Enterprise' (1960). Theory X
Assumptions:
Humans inherently dislike working and will try to avoid it if they can.
Because people dislike work they have to be coerced or controlled by management and threatened so they work hard enough.
Average employees want to be directed.
People don't like responsibility.
Average humans are clear and unambiguous and want to feel secure at work.
Application:
Shop Floor, Mass Manufacturing. Production workers.
Conducive to:
Large scale efficient operations
Management Style:
Authoritarian, Hard Management

Theory Y
Assumptions:
People view work as being as natural as play and rest. Humans expend the same amount of physical and mental effort in their work as in their private lives.
Provided people are motivated, they will be self-directing to the aims of the organization. Control and punishment are not the only mechanisms to let people perform.
Job satisfaction is key to engaging employees and ensuring their commitment.
People learn to accept responsibility and seek responsibility. Average humans, under the proper conditions, will not only accept, but even naturally seek responsibility.
People are imaginative and creative. Their ingenuity should be used to solve problems at work.
Application:
Professional Services, Knowledge Workers. Managers and Professionals.
Conducive to:
Management of Professionals, Participative Complex Problem Solving.
Management Style:
Participative, Soft Management.

McGregor sees Theory Y as the preferable model and management method, however he thought Theory Y was difficult to use in large-scale operations.

Theory Z - Ouchi
In 1981, William Ouchi came up with a variant that combined American and Japanese management practices together to form Theory Z, having the following characteristics: long-term employment - collective decision-making - individual responsibility - slow evaluation & promotion - implicit, informal control with explicit, formalized measures - moderately specialized career paths - and a holistic concern for the employee, including family.