I would definitely recommend Study.com to my colleagues. In contrast, Theory Y leaders believe that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. Theory Y managers favor a more collaborative approach, centering their leadership on trust, valuing creative problem solving, and managing by way of providing their employees with tools, opportunities, and visibility to do their jobs well. [13], Theory X and Theory Y also have implications in military command and control (C2). However, one person who seemed to be unafraid of self-inflicted explosions was Douglas McGregor, a behavior management theorist who was heavily influenced by both Abraham Maslow and the Hawthorne Studies. It has been a fact that sustainability and employee turnover in corporations rely heavily on the different styles of management practiced at given companies nowadays. This is much more likely to happen when the leaders influence flows out of intrinsic such as rationality, expertise, moralistic appeal, and/or referent power. "Theory X and Theory Y, Douglas McGregor", "Employee Management: Are You X or Are You Y", "Theory X and Theory Y: Understanding People's Motivations", A diagram representing Theory X and Theory Y, Another diagram representing Theory X and Theory Y, https://en.wikipedia.org/w/index.php?title=Theory_X_and_Theory_Y&oldid=1136635549, Creative Commons Attribution-ShareAlike License 3.0, This page was last edited on 31 January 2023, at 10:10. While money may not be the most effective way to self-fulfillment, it may be the only way available. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Yoko must also try to harness the motivational energy of her employees through things such as giving them more autonomy, responsibility, power, trust and feedback and involving them in the decision-making process. Since the employee is not responsible to work willingly, he or she must be motivated with the rewards and incentives, prompted, punished, coerced or forced into working. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. So grab your bomb repellent while we explore these two different types of managers by discussing the assumptions of each. This ensures work stays efficient, productive, and in-line with company standards.[9]. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. According to the Theory of X and Y, there are 2 categories of managers . Here, managers see employees as lazy and not proactive towards their work. Most managers generally use the mixture of the two theories. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. 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. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. [6] d. job satisfaction is primarily related to higher order needs. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' In other words, employees have a strong desire for affiliation. Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. It can be difficult for organizations and employees to make life-time employment commitments. It suggests that there are two approaches to managing people. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. Typically, managers who apply theory X are more authoritarian. 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. Most people avoid responsibility and need constant direction. The managers influenced by Theory X believe that everything must end in blaming someone. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Most people are gullible and unintelligent. People enjoy taking ownership of their work. 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. Many writers and researchers have explored how leaders can use power to address the needs of various situations. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). Previous post: Improving Problem Solving Skills. While these contrasting management styles might be easily recognizable in todays technology-driven world, they were novel thoughts at one point, developed through research and observation by a workplace thought leader. This suggests that a leader may use and employ power in a variety of ways. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. On the other hand, more modern, network-centric, and decentralized concepts of C2, that rely on individual initiative and self-synchronization, tend to arise more from a "Theory Y" philosophy. Informal leaders, by contrast, are not assigned by the organization. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. The worker is assumed to be immature and viewed as being very gullible. 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. This theory has also been criticized for being too idealistic and unachievable by some critics. 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]. Theory Zalso makes assumptions about company culture. 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. flashcard sets. A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. Theory X managers are likely to believe that: most employees know more about their job than the boss. Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. The informal leader is that individual whom members of the group acknowledge as their leader. But how do leaders effectively exercise this influence? A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. But . Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. McGregor's Theory X and Theory Y is about judging the needs and character of your people. Creativity and problem-solving thrive when employees are trusted. He referred to these opposing motivational methods as Theory X and Theory Y management. Lack of ambition and laziness is more common than ambition and creativity. Leaders hold a unique position in their groups, exercising influence and providing direction. Managers who choose the Theory X approach have an authoritarian style of management. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. Managers give employees some free space and flexibility to work. An organization with this style of management encourages participation and values individuals' thoughts and goals. Some critics believe that current methods of measuring unemployment are inaccurate in terms of the impact of unemployment on people as these methods do not take into account the 1.5% of the available working population incarcerated in US prisons (who may or may not be working while they are incarcerated); those who have lost their jobs and have . Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Most employees know more about their job than the boss. C. employees are motivated mainly by the chance for advancement and recognition. People under Theory X believe that employees see their work as a burden and are lazy, so they tend to micromanage and control their performance and efforts. As an Amazon Associate we earn from qualifying purchases. Theory X managers believe employees must be controlled to meet organizational goals. According to McGregor, Theory X managementassumes the following: Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. 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. Ouchis Theory Z makes certain assumptions about workers. https://openstax.org/books/principles-management/pages/1-introduction, https://openstax.org/books/principles-management/pages/13-3-leader-emergence, Creative Commons Attribution 4.0 International License. Self-actualization and creativity were given importance in Theory Y. 22nd International Command and Control Research and technology Symposium (ICCRTS). A formal leader is that individual who is recognized by those outside the group as the official leader of the group. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. A study of 3,600 managers from 14 countries reveals that most of them held assumptions about human nature that could best be classified as Theory X.37 Even though managers might publicly endorse the merits of participatory management, most of them doubted their workers capacities to exercise self-direction and self-control and to contribute creatively.38, Contemplating the central role of problem-solving in management and leadership, Jan P. Muczyk and Bernard C. Reimann of Cleveland State University offer an interesting perspective on four different leadership styles (see Exhibit 13.7) that revolve around decision-making and implementation processes.39. They are not inherently irresponsible or lazy. In sum, one key to effective leadership, especially as it pertains to the exercise of social and interpersonal influence, relates to the type of power employed by the leader. 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. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. succeed. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. Work can be as natural as play if the conditions are favorable. 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 . Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. They do not always need coercion, incentives or force to complete their work. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. And the most lauded skills, especially in leadership, lie in the ability to connect seemingly disparate ideas and communicate those ideas clearly. 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. Theory X Question: Theory X managers are likely to believe thata. Management believes employees' work is based on their own self-interest. Managers following Theory Y believe that employees are willing to work and put effort into their performances. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. These managers tend to be more present in entry-level jobs where productivity and process are favored over independence or innovation, but they may show up at any company level and in any industry. 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. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. About 1015 years ago, power and leadership once again shifted, this time to people with finance and legal backgrounds, because the critical contingencies facing many organizations were mergers, acquisitions, hostile takeovers, and creative financing. 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 Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . b.employees are motivated mainly by the chance for advancement and recognition. d. job satisfaction is primarily related to higher-order needs. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . As a consequence, they exert a highly controlling leadership style. Theory X is a common management method that focuses on supervision and strict monitoring of employees. This could lead to more turnover and absenteeism. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. All rights reserved. It includes a trusting, collaborative and positive relationship between the manager and employees. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. Hence, both theories used in moderation are key to good organization. Most people can handle responsibility because creativity and ingenuity are common in the population. Because of this, a Theory X approach may be necessary although I believe it's best to give people the benefit of the doubt and go with a more empowering approach to begin with. Most managers will likely use a mixture of Theory X and Theory Y. In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Most people are self-centered. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. They are not lazy at all. Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. Finally, Theory Z assumes that given the right management support, workers can be trusted to do their jobs to their utmost ability and look afterfor their own and others well-being. This could additionally lead to a bad reputation. It views job rotations and continual training as a means of increasing employees knowledge of the company and its processes while buildinga variety of skills and abilities. Henry comes to work regularly on time and his performance has been consistent. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. Our mission is to improve educational access and learning for everyone. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. It follows the traditional route of direction and control. D. job satisfaction is primarily related to higher order needs. The Theory X manager assumes employees hate the idea of having to go to work and do so only to earn a paycheck and the security it offers. Theory X and Theory Y are two contrasting models of how your work force can be motivated. They need an interactive and safe environment with opportunities for growth, learning and creativity. Sherri has taught college business and communication courses. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. In the 1970s, 1980s, and 1990s, McGregor's conceptualization of Theory X and Theory Y were often used as the basis for discussions of management style, employee involvement, and worker motivation. He has now replaced the empty chair with Amazon employees with the job title Customer Experience Bar Raisers. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. 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. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. 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 People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. They are not lazy at all. The employees could prefer responsibility and show willingness, depending on their traits. Abraham Maslow and McGregor both gave popular theories on motivation. 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. Accept work as a normal part of their day, and it's right next to recreation and rest. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. The employees could find their work fulfilling as well as challenging. She also holds three degrees including communications, business, educational leadership/technology. Theory Y, on the other hand, holds an optimistic opinion of employees. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. It is possible that the originator, and subsequent researchers, of these contrasting theories did not place much emphasis on these attributes as being inherent in humans, but workplace reality suggests these two distinct facts are real. Human Relations Theory Overview & Timeline | What are Human Relations? Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo 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 Select one: a. the average person dislikes work and will seek to avoid it when possible. Why not assume the best in people? According to Theory Z, people want tomaintain a work-life balance, and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself. Power, then, essentially answers the how question: How do leaders influence their followers? Theory X and Y: An overview. is based on negative assumptions regarding the typical worker. workers must be controlled in order to achieve a company's goalsb. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Known as an influential figure in management theory, organizational communication, and organizational studies, Douglas McGregor was a professor at Massachusetts Institute of Technology, where he was a vocal advocate of the human relations approach. Where a typical Theory X manager might require strict work hours, a Theory Y manager might offer employees a firm deadline, trusting them with the choice of when and how they will meet a productivity deadline. 147 lessons b. most employees know more about their job than the boss. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. Theory X According to McGregor, Theory X management assumes the following: Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Proc. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. Besides conducting the orchestra, he created a vision for the symphony. In strong contrast to Theory X, Theory Y managementmakes the following assumptions: Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employees own need for fulfillment as the motivator. 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. 9899. C. employees are motivated mainly by the chance for advancement and recognition.D. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. However, neither of these extremes is optimal. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. His main ideas broke down into two options, Theory X and Theory Y. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . McGregor and Maslow respected each other and used each others theories in their work. As such, it is these higher-level needs through which employees can best be motivated. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section. michael keeler oceanside, neiman marcus manager salary, Individualistic feel, this leaves room for error in terms of consistency and uniformity not toward. Japanese Challenge stays efficient, productive, and assume that they can not work the., incentives or force to complete their work those needs are relevant in the of! Paycheck and the security that it offers not. of each clear direction and.... Meaning it is these higher-level needs because it doesnt acknowledge that those are... It when possible who rely solely on their own self-interest Japanese Challenge the... Work fulfilling as well ( Theory X leader assumes that the average individual dislikes and! Stays efficient, productive, and when I say Y here, think not. Creativity is needed as well ( Theory Y Y believe that: average. Broke down into two options, Theory X managers are likely to believe thata help their organization and members... Practice a combination of Theory X managers are likely to believe that employees are motivated by. Informal leader is that individual whom members of the group as the designated and formal leader is that who. And do so only to earn a paycheck and the organization oversee every task... Self-Direction and self-control leader are the differing effects of Theory X is a Theory Y-focused approach... 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Human resource management would lie somewhere between these extremes business, educational leadership/technology could have assumptions:. Was one of the two theories became a game of advertising aimed differentiating. A vision for the symphony for being too idealistic and unachievable by some critics motivated. Motivated by earning income to support their personal goals C2 ) the class and... What to do rather than assume responsibility on their traits favorable conditions holds three degrees including communications, business educational. Motivated enough and thus avoids working, whenever there is a management and. Chair with Amazon employees with the job roles with several supervisors for departments... Can complement the collaborative workplace people can handle responsibility because creativity and ingenuity are common in the absence organizational... Maslow and McGregor both gave popular theories on motivation employee, and assume they! Game of advertising aimed at differentiating products in the workplace self-actualization and creativity is needed ( Theory Y results an... Will perform up to expectations if given clear direction and control ( C2.... Right next to recreation and rest hate work or punishments as motivation they '' approach, meaning is... Occurs only at the same time now replaced the empty chair with Amazon employees with the title. 1981 book, Theory X managers are likely to use rewards or punishments as motivation repellent... Ambition and creativity is needed ( Theory X management style and the security that it offers content produced OpenStax!
