Learn about motivation in the workplace . [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. Xavier is a Theory X manager. D. job satisfaction is primarily related to higher order needs. While money may not be the most effective way to self-fulfillment, it may be the only way available. They are not inherently irresponsible or lazy. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. Vassiliou, Marius, and David S. Alberts (2017). This theory supports threatening supervisory power. Several assumptions form the basis for this theory. Based on these factors, it is easy to see how Theory X differs from Theory Y and easy to imagine their potential outcomes in the workplace. 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. 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. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace. He wrote on leadership as well. 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. Are inherently lazy, lack. 22nd International Command and Control Research and technology Symposium (ICCRTS). How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. As such, McGregor acknowledged both types of managers as being a legitimate means of motivating employees, but he felt that you would get much better results through the use of Theory Y rather than Theory X. Douglas McGregor believed that there were two types of managers: Theory X and Theory Y. A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. Situational Leadership Theory & Styles | What is Situational Leadership? 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. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. 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. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. Sometimes these powers lead to follower performance and satisfaction, yet they also sometimes fail. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. People under Theory Y believe. He explained this concept in his book "The Human side of Enterprise". This suggests that a leader may use and employ power in a variety of ways. 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. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. 277. The company usesmonetary rewards and benefits to satisfy employees lower-level needs. Theory Y, on the other hand, presents a positive view of human . Want to cite, share, or modify this book? Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . 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. A ) Theory X and Theory Y are theories of human work motivation and management. This unique platform allows team leaders to share visuals with teammates, work together on projects in real time, comment on documents and project updates, and work collaboratively with up-to-the-minute feedback. 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 Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. McGregor and Maslow respected each other and used each others theories in their work. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Managers following Theory Y believe that employees are willing to work and put effort into their performances. He referred to these opposing motivational methods as Theory X and Theory Y management. D.job satisfaction is primarily related to higher order needs. Equity Theory of Motivation | Components, Importance & Examples, Business 307: Leadership & Organizational Behavior, Hospitality 309: Food & Beverage Service & Operations, Business 209: Mentoring & Leadership Development in the Workplace, Business 313: Organizational Communication, Psychology 107: Life Span Developmental Psychology, SAT Subject Test US History: Practice and Study Guide, SAT Subject Test World History: Practice and Study Guide, Geography 101: Human & Cultural Geography, Intro to Excel: Essential Training & Tutorials, Create an account to start this course today. | 10 The idea that a managers attitude has an impact on employee motivation was originally proposed by Douglas McGregor,a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s. 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. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. Many leaders emerge out of the needs of the situation. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. 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. Theory X and Y: An overview. When employees rise to a higher level of management, it is expected that they will use Theory Z to bring up, train, and develop other employees in a similar fashion. He wrote on leadership as well. They are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. [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. On this Wikipedia the language links are at the top of the page across from the article title. Managerial Functions in the International Organization. "C2 Re-Envisioned: the Future of the Enterprise." 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. One psychologist, Douglas McGregor, categorized people's motivations into two broad categories: Theory X and Theory Y. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. As the challenges facing a group change, so too may the flow of power and leadership. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. B. most employees know more about their job than the boss. They need an interactive and safe environment with opportunities for growth, learning and creativity. Micromanagement is not looked at positively in todays scenario, leading to Theory Y being the most productive way of management. 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. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. It refers to the management style that believes in authoritarian and controlling . This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. Pacesetting Leadership: What It Is and When to Use It, 3 Leadership Principles to Foster Team Success, The 4 phases of the project management life cycle, The go-to toolkit for effortless documentation. Emergent leaders, on the other hand, arise from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal. As such, it is these higher-level needs through which employees can best be motivated. It refers to the management style that follows a more participative, interactive and optimistic approach. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. Once surgery begins, however, the surgeon is completely in charge. 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. All other trademarks and copyrights are the property of their respective owners. d. job satisfaction is primarily related to higher order needs. 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. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. The manager provides incentives and appraisals, but they are given as acknowledgement and appreciation of the employees performances, and not to control them. People need more than monetary rewards or the threat of punishment to do their jobs. It follows the traditional route of direction and control. Some employees may take advantage of this freedom and not meet their work objectives. and you must attribute OpenStax. I would definitely recommend Study.com to my colleagues. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. I highly recommend you use this site! This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Most managers generally use the mixture of the two theories. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. 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. Henry comes to work regularly on time and his performance has been consistent. [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. Peopleare motivated by money and fears about their job security. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. 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. 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. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. McGregor makes the point that a command-and-control environment is not effective because it relies on lower needs for motivation, but in modern society those needs are mostly satisfied and thus are no longer motivating. Older, strictly hierarchical conceptions of C2, with narrow centralization of decision rights, highly constrained patterns of interaction, and limited information distribution tend to arise from cultural and organizational assumptions compatible with Theory X. The employees could prefer responsibility and show willingness, depending on their traits. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. Some people prefer micromanaging and leading, and some people prefer giving space. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. This approach is usually taken by managers working in older companies and firms. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. McGregor cautioned both types of managers against what he called self-fulfilling prophecies, whereby an employee will act just as the manager assumed he or she would due to the manager's own actions and behaviors. 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. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. These differing management styles have been coined in the academic management community as Theory X and Theory Y. Lets break each down and see how they apply in the workplace. [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. Theory X management is substantially a matter of crafting positive and negative incentives, such as bonuses or other rewards for meeting targets, or progressive discipline for falling short, which may include remedial training. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! People are self-motivated and embrace responsibility. If a company wants to realize thebenefits described above, itneed to have the following: Theory Z is not the last word on management, however, as it does have its limitations. Here, managers see employees as lazy and not proactive towards their work. 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. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. So grab your bomb repellent while we explore these two different types of managers by discussing the assumptions of each. And the most lauded skills, especially in leadership, lie in the ability to connect seemingly disparate ideas and communicate those ideas clearly. [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Evidence suggests that managers from different parts of the global community commonly hold the same view. 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. A manager who believes in Theory Y could have assumptions that: Too much freedom could lead to no accountability and people could lose direction and focus. This judgement could say a lot about your style of management. Theory Y is also known as contingency theory because it allows for flexibility in the work environment. A manager's behavior and expectations are as contagious as the plague. 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. Theory Y managers believe that _____. Leaders who rely on reward power develop followers who are very measured in their responses to [what? She also holds three degrees including communications, business, educational leadership/technology. They lack ambition and physiological and safety factors motivate them. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. In the process of building their power base, effective leaders have discovered that the use of coercive power tends to dilute the effectiveness of other powers, while the development and use of referent power tends to magnify the effectiveness of other forms of power. Accept work as a normal part of their day, and it's right next to recreation and rest. 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. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . [3] According to Maslow, a human is motivated by the level they have not yet reached, and self-actualization cannot be met until each of the lower levels has been fulfilled. 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. McGregor cautioned both types of managers against what he called self-fulfilling prophecies, whereby an employee will act just as the manager assumed he or she would due to the manager's own actions and behaviors. 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. 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.

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