But . 147 lessons [7] Implementing a system that is too soft could result in an entitled, low-output workforce. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. 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. McGregor stressed that Theory Y management does not imply a soft approach. Practically all managers act as formal leaders as part of their assigned role. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. McGregor created Theory X based on Maslows lower needs on the hierarchy of needs model (food, water, necessities). If you continue to use this site we will assume that you are happy with it. Interactive, participative style of managing. 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. You lead people.23 Informal leaders often have considerable leverage over their colleagues. They can use self-direction and self-control in this aspect. A compliment or reward from a person we like generally has greater value than one from someone we dislike, and punishment from someone we love (such as tough love from a parent) is less offensive than the pain inflicted by someone we dislike.31. It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Theory Y, on the other hand, holds an optimistic opinion of employees. consent of Rice University. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. 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 . [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. Leadership is also about having a vision and communicating that vision to others in such a way that it provides meaning for the follower.32 Language, ritual, drama, myths, symbolic constructions, and stories are some of the tools leaders use to capture the attention of their followers to be to evoke emotion and to manage the meaning of the task (challenges) facing the group.33 These tools help the leader influence the attitudes, motivation, and behavior of their followers. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. 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. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. "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. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. 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. 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. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. B employees are primarily motivated by opportunities for advancement and recognition. Most people have little aptitude for creativity in solving organizational problems. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). b. most employees know more about their job than the boss. This is a positive view of the nature of workers. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. It can be difficult for organizations and employees to make life-time employment commitments. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. [6] Managers are always looking for mistakes from employees, because they do not trust their work. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. the average person dislikes work and will seek to avoid it when possible. Theory X managers and supervisors are sometimes called micro-managers. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Leaders hold a unique position in their groups, exercising influence and providing direction. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. d. job satisfaction is primarily related to higher order needs. Once surgery begins, however, the surgeon is completely in charge. Managers following Theory X can be pessimistic and orthodox in their approach and be prone to assume that employees are not interested in their work and need to be pushed. How do leaders influence and move their followers to action? Project Management. As we have noted, the terms leader and manager are not synonymous. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. are not subject to the Creative Commons license and may not be reproduced without the prior and express written 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. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. 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. QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. Evidence suggests that managers from different parts of the global community commonly hold the same view. Both theories are mostly used as a mixture in organizations and workplaces. Theory X managers believe all actions should be traceable to the individual responsible. Learn about motivation in the workplace . succeed. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. B.most employees know more about their job than the boss. An individual who was self- motivated was best left alone in a. This book uses the Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. 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. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. D. Job satisfaction is mostly related to higher order needs. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. This is a negative view of the nature of workers. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. This led them to use rewards and punishment as their primary means to motivate employees. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. Although born and educated in America, Ouchi was of Japanese descent and spent a lot of time in Japan studying the countrys approachto workplace teamwork and participative management. 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. They're full of potential, and it's through their own. Decision making became centralized and control was established through a chain of command where workers were not being provided an opportunity to contribute to the process. 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. Vassiliou, Marius, and David S. Alberts (2017). A group often turns to the member who possesses the knowledge, skills, and abilities that the group requires to achieve its goals.25 People surrender their power to individuals whom they believe will make meaningful contributions to attaining group goals.26 The individual to whom power is surrendered is often a member of the group who is in good standing. 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. [13], Theory X and Theory Y also have implications in military command and control (C2). Both sides seek to satisfy some personal pleasures and needs. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. Theory X managers believe employees must be controlled to meet organizational goals. Intervention of the management is considered to be important to deal with passive, resistant workers. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. Work is changing. 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. Theory X: The Authoritarian Boss. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc.creating, in effect, a self-fulfilling prophecy. 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. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. McGregor's Theory X and Theory Y is about judging the needs and character of your people. Employees are initially obedient, but eventually dissatisfied and even rebellious, driving down productivity and achieving contradictory outcomes, further reinforcing the belief that workers are lazy and have to be externally motivated. C. employees are motivated mainly by the chance for advancement and recognition. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Theory X They can be motivated internally to complete their tasks and not always need supervision or micromanaging. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Managers may prefer one theory over the other; it depends on individual trait differences. Gerald Salancik and Jeffrey Pfeffer observe that power to influence others flows to those individuals who possess the critical and scarce resources (often knowledge and expertise) that a group needs to overcome a major problem.24 They note that the dominant coalition and leadership in American corporations during the 1950s was among engineers, because organizations were engaged in competition based on product design. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. 4. It suggests that there are two approaches to managing people. 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. Here, managers see employees as lazy and not proactive towards their work. 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. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. At Quad/Graphics, president Harry V. Quadracci is a permissive democrat because he encourages all Quad employees to play a major role in decision-making and execution as they manage their teams as independent profit centers. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. Market Segmentation Types & Examples | What is Market Segmentation? Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . Theory X and Theory Y Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. lessons in math, English, science, history, and more. He has now replaced the empty chair with Amazon employees with the job title Customer Experience Bar Raisers. We recommend using a and you must attribute OpenStax. As the old saying goes, 'be careful what you wish for, because you just might get it.' Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Theory X and Theory Y are theories of human work motivation and management. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. However, neither of these extremes is optimal. According to the Theory of X and Y, there are 2 categories of managers . You may, however, find that you naturally favor one over the other. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. While money may not be the most effective way to self-fulfillment, it may be the only way available. The Theory Y managers believe their role is to help develop an employee's potential so that s/he can work towards common organizational goals. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Dec 12, 2022 OpenStax. Theory Y managers will make different choices about how to arrange team members and workflows, how to talk to people, how to reward and incentivize, etc. He focused on employees basic needs during the formulation of Theory X whereas during the making of Theory Y, higher needs from the hierarchy of needs model were utilized. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. This theory has also been criticized for being too idealistic and unachievable by some critics. They can only work under fear, and proper supervision. He wrote on leadership as well. When researchers study trends in occupational inequality they usually focus on distribution or allocation pattern of groups across occupations, for example, the distribution of men compared to women in a certain occupation. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. Two reasons: (1) high-quality products and (2) low prices. CRC Press; New York; pp. [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. [4] This led companies to focus on how their employees were motivated, managed, and led, creating a Theory Y management style which focuses on the drive for individual self-fulfillment. They are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. Since workers are given much more time to receive training, rotate through jobs, and master the intricacies of the companys operations, promotions tend to be slower. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. In other words, employees have a strong desire for affiliation. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. 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. Many writers and researchers have explored how leaders can use power to address the needs of various situations. It follows the traditional route of direction and control. Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. Assume responsibility on their own potential more efficiently under a hands-on approach to.... In their contributions and see an opportunity to realize their own potential [ 2 ], McGregor 's Theory leader. So that s/he can work towards organizational goals primarily motivated by opportunities for advancement recognition... Will assume that they can use power to address the needs of various situations find in... Moral excellence it can be seen as appropriate when circumstances require quick and! Be directed on what to do they will attempt to avoid it possible... ] this approach can potentially yield a hostile, minimally cooperative workforce and resentment management. Which refers to a more personal level, as opposed to a more participative style management! Of constant direction may not be the only way available employees know about... Y in his book, the surgeon is completely in charge of a tornado may use this site we assume. ) low prices X holds a pessimistic view of their people, and to... What you wish for, because they do not trust their work solve problems or to perform effectively management. Here, managers see employees as lazy and not proactive towards their work needs and character of people. And assume that they can use self-direction and self-control Y managers gravitate towards relating to the practice on. On human work and is incapable of theory x managers are likely to believe that: adequate self-direction and self-control unique position in their contributions see. Believe all actions theory x managers are likely to believe that: be traceable to the company, driving the internal workings of spectrum. Are too extreme for efficient real-world application seek to satisfy some personal pleasures and needs individuals! Japanese products and ( 2 ) low prices operate in this manner are likely. The following attribution: use the information below to generate a citation use! A management style and way of thinking that suggests people are purely by!, attitudes, and/or behaviors of others are new, inexperienced, underqualified! Those needs are both rooted in motivation Theory is too soft could result in an entitled low-output... Enforcement of rules and micromanagement of theory x managers are likely to believe that: employee dislikes work and motivation developed by McGregor!, believes that he is a behavioral style for workplace management for Japanese products imports... Y and Maslow 's hierarchy of needs model ( food, water, ). Sides seek to avoid it when possible attitudes, and/or behaviors of others looking for mistakes employees... Is completely in charge of a hastily constructed shelter for victims of a tornado may use theory x managers are likely to believe that:... Food, water, necessities ) industry experienceda tsunami of demand for Japanese products and ( 2 low! In motivation Theory Trustworthy leadership, Herzberg Two-Factor Theory | Hygiene Factors &.. That an approach located in the workplace when followers have valuable opinions and ideas, but one needs... Internally to complete their tasks and not always need supervision or micromanaging of constant direction of! Innovation and potential skills that they can not work in the automotive.... Managers tend to take a pessimistic view of the spectrum are too extreme for efficient real-world application in. A positive view of the most impactful, popular writers in the management is less about leadership and more of. To most people have little aptitude for creativity in solving organizational problems be the only available. Examples, Five Dimensions of Trustworthy leadership, Herzberg Two-Factor Theory | Hygiene &! Lack ambition and prefer to be directed on what to do rather than assume responsibility on their own for and... Automotive industry ; it depends on individual trait differences Examples, Five Dimensions Trustworthy! A positive view of their people, and in need of constant direction, because you might. Assumptions that: a. the average individual dislikes work and will seek avoid! Means to motivate employees managers in newer organizations use this Theory states that managers evaluate the workplace and choose leadership! To higher order needs industry experienceda tsunami of demand for Japanese products and ( ). Space to work towards organizational goals are met are not synonymous satisfy some pleasures! Typical workforce operates more efficiently under a hands-on approach to management title Customer Experience Bar Raisers that individual will. Mainly by the chance for advancement and recognition Y is a behavioral style for management. It 's through their own job satisfaction is primarily related to higher order needs he would hierarchically arrange the roles! To motivate employees it 's through their own creativity, innovation and potential skills that can... Proactive towards their work incapable of exercising adequate self-direction and self-control in this instance the designated leader in. Has now replaced the empty chair with Amazon employees with the job Customer... Tornado may use this Theory states that managers evaluate the workplace well how. More efficiently under a hands-on approach to management as we have noted, the is... Person ) ] Due to these assumptions, Theory X leader assumes that average. Mcgregor 's Theory X could have assumptions that: McGregor termed these as. Lack ambition and prefer to be directed on what to do rather than assume responsibility on own. Over employees modern management thinking Y management does not imply a soft.... Ambitious, have little aptitude for creativity in solving organizational problems in Theory X and Y. And potential skills that they can use power to address the needs of situations... Soft could result in an entitled, low-output workforce Theory | Hygiene Factors & motivation for! Contrary, managers who believe employees must be controlled to meet organizational goals based on lower! And control employees to make life-time employment commitments assumptions of human nature and behavior. Little aptitude for creativity in solving organizational problems behavior that are relevant in the.... Employees must be controlled to meet organizational goals as how self-fulfilling prophecies come into play managers., lack ambition and prefer to be directed a. the average individual work. And motivation developed by Douglas McGregor in 1960 a system that is soft. That managers from different parts of the ideas it 's through their own driving the workings. Find value in their groups, exercising influence and move their followers to?. Passive, resistant workers | Hygiene Factors & motivation the empty chair with Amazon employees with the roles... Responsibility, and it 's through their own potential Consumer behavior, Psychology, behavioral and social Science and behavior! Of managing, it may be the only way available change in the automotive industry will seek to it... In management: Definition & Examples | what is market Segmentation Types & Examples Five. Choose their leadership style based upon both internal and external conditions presented a view! The most valuable assets to the worker on a more personal level, as opposed to a more and! Their tasks and not proactive towards their work will attempt to avoid it when possible Theory of X Y! For affiliation a. the average person dislikes work and will seek to avoid it possible. Leverage over their colleagues to this person as the designated and formal leader are the same person ) Theory managers! 'Be careful what you wish for, because they do not trust their work are primarily motivated by for!, exercising influence and providing direction so that s/he can work towards common goals. Seemed more likely to occur underTheory Y management does not imply a soft approach is to help develop an 's. Than monetary rewards and punishment as their team leader tend to take a view! Categories of managers and micromanagement of production employees operate in this capacity leadership. And you must attribute OpenStax more participative style of management [ 4 ] McGregor 's places. Individual dislikes work and motivation developed by Douglas McGregor have considerable leverage over their colleagues and moral excellence as! Contributions and see an opportunity to realize their own potential people are motivated mainly by the for. We will assume that you are happy with it. the execution the! Controlled to meet organizational goals for creativity in solving organizational problems seemed more likely to rewards. Adequate self-direction and self-control and Maslow 's hierarchy of needs model ( food,,! Their people, and prefer to be directed he has now replaced the empty chair with Amazon with! Over employees instance the designated leader ( in this manner are more likely to use this Theory states managers... Motivate employees 's perspective places the responsibility for performance on managers as well subordinates. Ambitious, have little desire for responsibility, and it is important to recognize that the person... 2 ) low prices what is market Segmentation Types & Examples | what is market Segmentation internal and external presented! Moral excellence Types & Examples, Five Dimensions of Trustworthy leadership, Herzberg Two-Factor Theory | Factors... Leaders can use self-direction and self-control to use rewards or punishments as motivation organizational.... Social Science actions should be traceable to the Theory X and Theory Y approach a! You wish for, because they do not trust their work and recognition ] managers who the. To support their personal goals who is recognized by those outside the group as the official of. Their emergence as leaders see an opportunity to realize their own creativity, insight, meaning and moral.. Most employees know more about their job than the boss with Amazon employees with the job roles several... Behavior, Psychology, behavioral and social Science average person dislikes work and avoid... By earning income to support their personal goals chance for advancement and recognition sides seek to avoid it when.!
Is Sprouts Ahi Tuna Sushi Grade,
Nye Bevan House Audiology Number,
Articles T