The capacity for creativity spreads throughout organizations. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. 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. 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. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. 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. Why not assume the best in people? McGregor stressed that Theory Y management does not imply a soft approach. These credits give the individual a status that allows him to influence the direction that the group takes as it works to achieve its goals.27. Many writers and researchers have explored how leaders can use power to address the needs of various situations. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. 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. d. job satisfaction is primarily related to higher order needs. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. She also holds three degrees including communications, business, educational leadership/technology. Peopleare motivated by money and fears about their job security. Theory X and Theory Y are two contrasting models of how your work force can be motivated. Most people have little aptitude for creativity in solving organizational problems. The managers influenced by Theory X believe that everything must end in blaming someone. 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 . I feel like its a lifeline. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. 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. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. d. job satisfaction is primarily related to higher order needs. Try refreshing the page, or contact customer support. Except where otherwise noted, textbooks on this site Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . 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. b.employees are motivated mainly by the chance for advancement and recognition. In order to achieve the most efficient production, a combination of both theories may be appropriate. But how do leaders effectively exercise this influence? Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. This judgement could say a lot about your style of management. Learn about motivation in the workplace . Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. [2] It is important to note, however, that before an employee carries out their task, they must first obtain the manager's approval. Behavior management theorist Douglas McGregor posited Theory X and Theory Y which hold that there are two types of managers: ones who assume a positive view of their workers, and ones who assume a negative view. 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. As a Theory X manager, Xavier believes that his workers: Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. In fact, when proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. They can use self-direction and self-control in this aspect. [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. We use cookies to ensure that we give you the best experience on our website. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. [6] Answer the question(s) below to see how well you understand the topics covered above. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. ]; 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. As we have noted, leadership is the exercise of influence over those who depend on one another for attaining a mutual goal in a group setting. Theory X works on the belief that employees are lazy and need to be micromanaged. went on to propose his own model of workplace motivation, Theory Z. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. 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. What is the role of the leader and follower in the leadership process? Theory X and Theory Y are theories of human work motivation and management. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. most workers seek out more resonsibilityTheory Y managers prefera. A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. They lack ambition and physiological and safety factors motivate them. All rights reserved. They can only work under fear, and proper supervision. Good leaders, whether formal or informal, develop many sources of power. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. 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]. I see Theory X and Theory Y as two natural divisions of people; groupings into those who dislike working and those who are inclined to working without persuasion. Several assumptions form the basis for this theory. Many leaders emerge out of the needs of the situation. C. employees are motivated mainly by the chance for advancement and recognition.D. 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. Are inherently lazy, lack. Theory Y, on the other hand, presents a positive view of human . The employee must be supervised or looked upon so that he or she works appropriately. Enrolling in a course lets you earn progress by passing quizzes and exams. Xavier is a Theory X manager. 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. People enjoy taking ownership of their work. [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. The Situational Leader: Overview & Examples | What is a Situational Leader? 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. 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. d. job satisfaction is primarily related to higher-order needs. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. 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. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. 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. As a member, you'll also get unlimited access to over 84,000 Theory X managers and supervisors are sometimes called micro-managers. Once those needs have been satisfied, the motivation disappears. 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. Most people avoid responsibility and need constant direction. If you are redistributing all or part of this book in a print format, Another assumption is that workers expect reciprocity and support from the company. Both theories are mostly used as a mixture in organizations and workplaces. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. An organization with this style of management encourages participation and values individuals' thoughts and goals. They need an interactive and safe environment with opportunities for growth, learning and creativity. Theory Y is based on positive assumptions regarding the typical worker. Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. and you must attribute OpenStax. Theory X managers are likely to believe that: most employees know more about their job than the boss. 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. 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