Douglas McGregor's Theory X and Theory Y present two contrasting views of human motivation and behavior at work. These theories significantly influence engineering management by shaping managerial practices, leadership styles, decision-making processes, and organizational structures. In highly complex technical projects involving multidisciplinary teams, innovation, uncertainty, and rapid technological changes, the assumptions of these theories directly affect how organizations are designed and managed. Theory X assumes that employees naturally dislike work and will avoid responsibilities whenever possible. It suggests that people are primarily motivated by financial rewards and job security rather than by personal satisfaction or professional achievement. Managers following Theory X believe that employees require close supervision, strict rules, centralized authority, and continuous monitoring to ensure that organizational objectives are met. They assume that without external control, employees will become unproductive, resist change, and fail to contribute effectively. Consequently, management relies heavily on command-and-control mechanisms,