Very few practice either being autocratic or democratic completely. 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. This approach is usually taken by managers working in older companies and firms. 4. D.job satisfaction is primarily related to higher order needs. A ) The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. This leader behavior is recommended when decision-making time is limited, when tasks are routine, or when organizational members have sufficient expertise to determine appropriate role behaviors. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. The employees could prefer responsibility and show willingness, depending on their traits. Accept work as a normal part of their day, and it's right next to recreation and rest. The employee must be supervised or looked upon so that he or she works appropriately. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. In order to achieve the most efficient production, a combination of both theories may be appropriate. 22nd International Command and Control Research and technology Symposium (ICCRTS). They're full of potential, and it's through their own. As a result, the only way that employees can attempt to meethigher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. [6] Managers are always looking for mistakes from employees, because they do not trust their work. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. 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. So they must be controlled and coerced to get the job done. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. are not subject to the Creative Commons license and may not be reproduced without the prior and express written He was particularly interested in what motivates people to work hard, in particular on what belief systems motivate people to work hard. Sherri has taught college business and communication courses. 17 chapters | 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. Leaders who rely on reward power develop followers who are very measured in their responses to [what? McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. Leonard Bernstein was part of the symphony, but his role as the New York Philharmonic conductor differed dramatically from that of the other symphony members. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. C. employees are motivated mainly by the chance for advancement and recognition. 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. He explained this concept in his book "The Human side of Enterprise". People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. With a workplace centered on trust, its important not only to instill trust in your teammatesbut also in the right technology to get the job done. They are not lazy at all. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. 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. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Want to cite, share, or modify this book? 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 . Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. While Theory X managers may be suited for some process-driven organizations, a more practical management style today is that of a Theory Y thinker. He wrote on leadership as well. are licensed under a, Major Characteristics of the Manager's Job, How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, Administrative and Bureaucratic Management, External and Internal Organizational Environments and Corporate Culture, The Internal Organization and External Environments, Organizing for Change in the 21st Century, Ethics, Corporate Responsibility, and Sustainability, Dimensions of Ethics: The Individual Level, Ethical Principles and Responsible Decision-Making, Leadership: Ethics at the Organizational Level, Ethics, Corporate Culture, and Compliance, Emerging Trends in Ethics, CSR, and Compliance, Cultural Stereotyping and Social Institutions, Characteristics of Successful Entrepreneurs, Trends in Entrepreneurship and Small-Business Ownership, Strategic Analysis: Understanding a Firms Competitive Environment, Gaining Advantages by Understanding the Competitive Environment, A Firm's External Macro Environment: PESTEL, A Firm's Micro Environment: Porter's Five Forces, Competition, Strategy, and Competitive Advantage, The Strategic Management Process: Achieving and Sustaining Competitive Advantage, The Role of Strategic Analysis in Formulating a Strategy, Strategic Objectives and Levels of Strategy, Planning Firm Actions to Implement Strategies, Measuring and Evaluating Strategic Performance, An Introduction to Human Resource Management, Influencing Employee Performance and Motivation, Talent Development and Succession Planning, Benefits and Challenges of Workplace Diversity, Situational (Contingency) Approaches to Leadership, Substitutes for and Neutralizers of Leadership, Transformational, Visionary, and Charismatic Leadership, Opportunities and Challenges to Team Building, Factors Affecting Communications and the Roles of Managers, Managerial Communication and Corporate Reputation, The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing, Formal Organizational Planning in Practice, Management by Objectives: A Planning and Control Technique, The Control- and Involvement-Oriented Approaches to Planning and Controlling, MTIIts Importance Now and In the Future, External Sources of Technology and Innovation, Internal Sources of Technology and Innovation, Management Entrepreneurship Skills for Technology and Innovation, Managing Now for Future Technology and Innovation, Tannenbaum and Schmidts Leadership Continuum, Leadership Behavior and the Uses of Power. 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. Good leaders, whether formal or informal, develop many sources of power. 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. 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. We use cookies to ensure that we give you the best experience on our website. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. Theory X and Y: An overview. The manager allows for collaborative decision-making and amicable relations within the organization or firm. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. Research indicates that people are unlikely to follow individuals who, for example, do not display drive, self-confidence, knowledge of the situation, honesty, and integrity. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. 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. Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. Most people are gullible and unintelligent. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. Intervention of the management is considered to be important to deal with passive, resistant workers. In the 1960s, social psychologist Douglas McGregor developed Theory X and Theory Y to explain how managers' beliefs about what motivates their employees can influence their management style. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. They think most employees are only out for themselves and their sole interest in the job is to earn money. They are self-centered and care only about themselves and not the organization or its goals, making it necessary for a manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. most employees know more about their job than the bossd. Most people can handle responsibility because creativity and ingenuity are common in the population. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. 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 . This book uses the There are several ways to lead an organization and this theory allows fluidity. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. 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. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Power, then, essentially answers the how question: How do leaders influence their followers? http://www.envisionsoftware.com/articles/Theory_X.html, https://pixabay.com/en/idea-businessman-man-outline-suit-1460935/, http://vle.du.ac.in/mod/book/view.php?id=8344&chapterid=10377, CC BY-NC-SA: Attribution-NonCommercial-ShareAlike, https://commons.wikimedia.org/wiki/File:Toyota_Plant_Ohira_Sendai.jpg. 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. However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. An individual who was self- motivated was best left alone in a. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. 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 Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. d. job satisfaction is primarily related to higher-order needs. Most employees know more about their job than the boss. This suggests that a leader may use and employ power in a variety of ways. 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. Get unlimited access to over 84,000 lessons. Dec 12, 2022 OpenStax. People under Theory Y believe. As a Theory Y manager, Yoko believes her employees: Yoko assumes that her employees are full of potential and that it is her role as a manager to help develop that potential so that the employee can work towards a common organizational goal. I feel like its a lifeline. 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. Interactive, participative style of managing. Here, managers see employees as lazy and not proactive towards 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. Think about a conveyor belt of automotive parts with workers and machines lined side by side, each tasked with applying a specific skill to the production processtightening a bolt, applying a hinge, taping up a box to be shipped, etc. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. The use of rationality, expert power, and/or moralistic appeal generally elicits commitment and the internalization of the leaders goals.29, Leaders who use referent and expert power commonly experience a favorable response in terms of follower satisfaction and performance. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Most people avoid responsibility and need constant direction. Most managers generally use the mixture of the two theories. 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. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Hi, As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. Vassiliou, Marius, and David S. Alberts (2017). Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. They are not inherently irresponsible or lazy. Human Relations Theory Overview & Timeline | What are Human Relations? He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Research suggests that rationality is the most effective influence tactic in terms of its impact on follower commitment, motivation, performance, satisfaction, and group effectiveness.30. Once surgery begins, however, the surgeon is completely in charge. Except where otherwise noted, textbooks on this site 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. 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 allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. As an Amazon Associate we earn from qualifying purchases. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. As the challenges facing a group change, so too may the flow of power and leadership. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. Hence, both theories used in moderation are key to good organization. job satisfaction is primarily related to higher order needs. I would definitely recommend Study.com to my colleagues. The Japanese had discovered something that was givingthem the competitive edge. Question: QUESTION 17 Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Theory X. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. 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. 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