Anticlue

Managing in light of McGregor's Theory X and Theory Y

As one studies for the PMI exam, on reviews McGregor's Theory X and Theory Y. Having spent about 10 years in the workforce, and 6 of those leading and managing others, its interesting to see how often the differences are a manner of style.

McGregor's Theory X is the root cause of micromanagement. The concept surmises workers need to be constantly watched and instructed what to do. Managers who believe this philosophy assume that the average staff member dislikes work and avoids work whenever possible. The work is only motivated by money, position, and punishment. In addition, the worker avoids increased responsibility and seeks to be directed. The acceptance of Theory X will result in an authoritarian management style over the team and allowing for little collaboration or even participation in decision making.

McGregor's Theory Y is the root cause of employee empowerment. This concept emphasizes that staff are self-discipline and would like to do the job themselves. The team members are active and supportive in our work climate and find the work itself rewarding. Adopting this philosophy will produce self-direction towards goals without coercion or control. Teammates will seek opportunities for personal improvement and self-respect.

In reviewing, I have found I tend to use both methods and attitudes depending on the situation. In the future, I'm going to challenge myself to prescribe to Theory Y, and give those staff and team members where I would normally use Theory X, the chance for Theory Y.

CMMI

Just for future reference, in addition to the best practices identified for software development, CMMI for development, SEI is also offering CMMI for Acquisitions as a part of its CMMI product suite.

The CMMI-ACQ model provides an opportunity for organizations who purchase COTS and engage in the outsourced model The key points of the CMMI-ACQ are:

• To avoid or eliminate barriers and problems in the acquisition process through improved operational efficiencies;
• To initiate and manage a process for acquiring of products and services including solicitations, supplier sourcing, supplier agreement development and award, and supplier capability management; and
• To utilize a common language for both acquirers and suppliers so that quality solutions are delivered more quickly and at a lower cost with the most appropriate technology.

I think I'm going to add a high level diagram based on it to my PM101 course.

Kicking HIT Leadership Up a Notch

As I've previously stated, we are in the process of bringing up an IT governance council with the C suite of the Health System. This process of transforming the IT organization needs new skills and thought patterns. As we are currently in discussions with what process to use, and what criteria to prioritize against - the five pillars provided a good straw model for a dialogue with the execs. I can see these criteria beginning to align with the objectives of this year.

1. Bring up the new hospital
2. Make the financial numbers
3. Develop the strategic plan for the next three to five years

Simultaneously, we are working towards changing the attitude and culture of the IS department. Management engineering is hard but very rewarding work. We have developed a PM101 class here. The first class was a good start including the regional PM, and our CSC partners PMs. The team leads and PM's of the organization all agreed to the value of the concepts.

Another item we are starting is a project bulletin board. It basically contains for all projects, the basics - who, what, when, where, how and why. I'll share more on the bulletin board later as it is a good mechanism. Culturally to overcome the resistance, we are having a contest among the teams. The winning team is given chocolate from the losing team. (Managers buy the chocolate) We have increased steadily in the updates periods. (10 % to 33% to 55%) Hopefully this go round, we will have close to 100%.

Additionally we have set up a project governance council, including all the information services leadership including systems, technology, and our CSC vendor partner PMs. We review new processes, projects which have a red or yellow status, and new projects. For the bulletin board, now new projects must have a scope, charter, and schedule with committed resources before becoming active. In order for management to remove resources a scope change must be completed and approved.

For new requests, we have also implemented a work authorization system, with a short and long form. The short firm is a preliminary business case, and the long form has the ROI.

Things are changing, and the change is good. I'm concerned however in that the guiding coalition seems frail. As a team we will have to come together to move the organization forward, and put those petty differences aside.