Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. They can use self-direction and self-control in this aspect. They also dislike change and tend to resist it at all costs. Situational Leadership Theory & Styles | What is Situational Leadership? Managers in newer organizations use this theory as now, people want more than monetary rewards and control. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. These managers also believe employees would rather . Essentially, if you hold people to a certain expectation - whether that's good or bad - your own actions as a manager will influence those employees to act accordingly. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Participative Leadership Theory & Examples | What is Participative Leadership? You lead people.23 Informal leaders often have considerable leverage over their colleagues. The Situational Leader: Overview & Examples | What is a Situational Leader? Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Management believes employees' work is based on their own self-interest. [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Theory X management is substantially a matter of crafting positive and negative incentives, such as bonuses or other rewards for meeting targets, or progressive discipline for falling short, which may include remedial training. As a Theory X manager, Xavier believes that his workers: Xavier assumes that his employees show up for work for their paycheck and the security that a regular, paying job offers. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Vassiliou, Marius, and David S. Alberts (2017). Are self-centered and care only about themselves and not the organization (or its goals), making it necessary for the manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. [14] Mission Command, for example, is a command philosophy to which many modern military establishments aspire, and which involves individual judgment and action within the overall framework of the commander's intent. c. employees are motivated mainly by the chance for advancement and recognition. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. If you believe that your team members dislike work and have little natural motivation to do a good job, then according to McGregor, you likely use an authoritarian style of management. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. are not subject to the Creative Commons license and may not be reproduced without the prior and express written [6] He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . As such, McGregor acknowledged both types of managers as being a legitimate means of motivating employees, but he felt that you would get much better results through the use of Theory Y rather than Theory X. Douglas McGregor believed that there were two types of managers: Theory X and Theory Y. Most people avoid responsibility and need constant direction. It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. Slow promotions, group decision-making, and life-time employment may not be a good fit with companies operating in cultural, social, and economic environments where those work practicesare not the norm. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Thus, Salancik and Pfeffer reason that power and thus leadership flow to those individuals who have the ability to help an organization or group [overcome its critical contingencies]. 5. The theory made some sense when. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Theory X. McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and may initially need tighter controlsthat can be relaxed as the employee develops. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. In other words, employees have a strong desire for affiliation. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. A ) [4] The workplace lacks unvarying rules and practices, which could potentially be detrimental to the quality standards of the product and strict guidelines of a given company. Managerial Functions in the International Organization. Micromanagement is not looked at positively in todays scenario, leading to Theory Y being the most productive way of management. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). Theory Y managers appeal to a higher level of motivation on Maslows famous Hierarchy of Needs, capitalizing on the human need for esteem and self-actualization. employees are motivated mainly by the chance for advancement and recognition. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. Previous post: Improving Problem Solving Skills. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. Want to cite, share, or modify this book? Management Styles Theories, Types & Examples | What is Management Style? Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices. This theory is also likely to be used when the work in the organization is repetitive and employees are likely to get bored and need some control. Read them well and, normally, they'll feel confident taking direction under the parameters of X and Y. They'll understand your expectations and feel motivated - those two things promote happiness at work and contribute to wellbeing. McGregors Theory X and Theory Y posits two different sets of attitudes about the individual as an organizational member.36 Theory X and Y thinking gives rise to two different styles of leadership. Several assumptions form the basis for this theory. This book uses the This theory is hinged on the idea that employees need strict guidance and tight management regarding assignments, and specific consequences for failing to meet company expectations. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. most employees know more about their job than the bossd. The rationale for the drawn-out time frame is that it helps develop a more dedicated, loyal, and permanent workforce, which benefits the company; the employees, meanwhile, have the opportunity to fully develop their careers at one company. Increasingly, leaders in organizations will be those who best sell their ideas on how to complete a projectpersuasiveness and inspiration are important ingredients in the leadership equation, especially in high-involvement organizations.22. Todays digital workplace, however, is a place of collaboration. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Under Theory Z management, not only do workers have a sense of cohesion with their fellow workers, they also develop a sense of order, discipline, and a moral obligation to work hard. Modern work gets done through the connection of ideas: The better your ideas and the more efficient your connection, the better off your company will fare in this rapidly changing economy and industry. A manager who believes in Theory Y could have assumptions that: Too much freedom could lead to no accountability and people could lose direction and focus. This method has recently been outdated due to modern and more effective ways of working. Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. If you continue to use this site we will assume that you are happy with it. In fact, when the proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. B. most workers know more about their job than the boss. PEOPLE WILL SEEK INCREASED RESPONSIBILITY AND CHALLENGE AND WILL WORK HARD UNDER THE RIGHT CONDITIONS True or false: A research called the "New Generation" of Chinese organizational leaders found that the new generation group scored the same on individualism as the current and older generation groups. [6] Managers are always looking for mistakes from employees, because they do not trust their work. Most people have little aptitude for creativity in solving organizational problems. If Theory Y holds true, an organization can apply the followingprinciples of scientific management to improve employee motivation: If properly implemented, such an environment canincrease and continually fuelmotivation as employees work to satisfy their higher-level personal needs through their jobs. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. ]; the use of rewards often leads people to think in terms of How much am I getting? or How much should I give? or Am I breaking even? The use of referent power produces identification with the leader and his cause. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. The most popular online Visio alternative, Lucidchart is utilized in over 180 countries by millions of users, from sales managers mapping out target organizations to IT directors visualizing their network infrastructure. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. The employee must be supervised or looked upon so that he or she works appropriately. In fact, most work groups contain at least one informal leader. This paper addresses both theories X and Y of Mc Gregor in economic crisis, where X is the one that might get the poor results focusing on instrumental, physiological values comparing to theory Y where managers are effective . 1999-2023, Rice University. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. As soon as that need is satisfied, the employees have no additional motivation for coming to work. Self-determination Theory Self-determination theory suggests that people are motivated to grow and change by three Which of the following is a behavior that would most likely b The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. "C2 Re-Envisioned: the Future of the Enterprise." Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. When employees rise to a higher level of management, it is expected that they will use Theory Z to bring up, train, and develop other employees in a similar fashion. Besides conducting the orchestra, he created a vision for the symphony. They need an interactive and safe environment with opportunities for growth, learning and creativity. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. Theory X starts from the assumption that people are naturally lazy, want to avoid work as much as possible, do not wish to take responsibility, have no . People come to leadership positions through two dynamics. B.most employees know more about their job than the boss. Are inherently lazy, lack. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. Abraham Maslow and McGregor both gave popular theories on motivation. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' Theory X managers believe all actions should be traceable to the individual responsible. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. and you must attribute OpenStax. This style is appropriate when participation has both informational and motivational value, when time permits group decision-making, when group members are capable of improving decision quality, and when followers are capable of exercising self-management in their performance of work. Traditionally, the roles of informal leaders have not included the total set of management responsibilities because an informal leader does not always exercise the functions of planning, organizing, directing, and controlling. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development. McGregor proposed that there were two types of managers: ones who assumed a negative view of their employees, also known as the Theory X managers, and others who assumed a positive view of workers, or the Theory Y managers. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. They are not lazy at all. Informal leaders, by contrast, are not assigned by the organization. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. I would definitely recommend Study.com to my colleagues. The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style . In Theory X, Douglas McGregor summarizes the traditional view of management in a number of characteristic assumptions in which autocratic leadership style, close supervision and the hierarchical principle are the key elements. As a result, they must be closely controlled and often coerced to achieve organizational objectives. However, neither of these extremes is optimal. Creative Commons Attribution License He defines himself as his companys philosopher. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. [4] Assumptions of Theory Y, in relation to Maslow's hierarchy put an emphasis on employee higher level needs, such as esteem needs and self-actualization. B employees are primarily motivated by opportunities for advancement and recognition. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? [7] The hard approach depends on close supervision, intimidation, and immediate punishment. Dec 12, 2022 OpenStax. Theory Y, on the other hand, presents a positive view of human . Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Equity Theory of Motivation | Components, Importance & Examples, Business 307: Leadership & Organizational Behavior, Hospitality 309: Food & Beverage Service & Operations, Business 209: Mentoring & Leadership Development in the Workplace, Business 313: Organizational Communication, Psychology 107: Life Span Developmental Psychology, SAT Subject Test US History: Practice and Study Guide, SAT Subject Test World History: Practice and Study Guide, Geography 101: Human & Cultural Geography, Intro to Excel: Essential Training & Tutorials, Create an account to start this course today. Managers following Theory Y believe that employees are willing to work and put effort into their performances. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. The managers who are categorized as a Theory X leaders in general believe that the subordinates fail to live up to the corporate expectations hence assume that subordinates are just influenced with rewards as well as monetary rather than fulfilling the stated corporate objectives. Where a Theory X manager might threaten loss of employment in order to get employees to work on a Saturday, a Theory Y manager might appoint a temporary leadership title to anyone who chooses to show up to work on a Saturday. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. All other trademarks and copyrights are the property of their respective owners. Its like a teacher waved a magic wand and did the work for me. In the 1950s, Tannenbaum and Schmidt created a continuum (see Exhibit 13.6) along which leadership styles range from authoritarian to extremely high levels of worker freedom.34 Subsequent to Tannenbaum and Schmidts work, researchers adapted the continuum by categorizing leader power styles as autocratic (boss-centered), participative (workers are consulted and involved), or free-rein (members are assigned the work and decide on their own how to do it; the leader relinquishes the active assumption of the role of leadership).35. In the process of building their power base, effective leaders have discovered that the use of coercive power tends to dilute the effectiveness of other powers, while the development and use of referent power tends to magnify the effectiveness of other forms of power. As a result, the only way that employees can attempt to meet higher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. 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