In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. The theories attempt to show how a manager's perception of his team affects the . This suggests that a leader may use and employ power in a variety of ways. Many consider such actions necessary for self-managing work teams to succeed. According to the Theory of X and Y, there are 2 categories of managers . 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. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. People need more than monetary rewards or the threat of punishment to do their jobs. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. An organization with this style of management encourages participation and values individuals' thoughts and goals. This website helped me pass! People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. Organizations have two kinds of leaders: formal and informal. 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. Question: Theory X managers are likely to believe thata. As an Amazon Associate we earn from qualifying purchases. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Modern work gets done through the connection of ideas: The better your ideas and the more efficient your connection, the better off your company will fare in this rapidly changing economy and industry. McGregor stressed that Theory Y management does not imply a soft approach. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. It suggests that there are two approaches to managing people. On this Wikipedia the language links are at the top of the page across from the article title. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Theory Y, on the other hand, holds an optimistic opinion of employees. Work is changing. Theory X managers believe all actions should be traceable to the individual responsible. We recommend using a Participative Leadership Theory & Examples | What is Participative Leadership? flashcard sets. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. 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. Xavier is a Theory X manager. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. They can only work under fear, and proper supervision. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. As the challenges facing a group change, so too may the flow of power and leadership. 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. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. 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. Establish coaching to help team leaders . The employees could prefer responsibility and show willingness, depending on their traits. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . Theory Y is also known as contingency theory because it allows for flexibility in the work environment. You lead people.23 Informal leaders often have considerable leverage over their colleagues. 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. 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. Henry comes to work regularly on time and his performance has been consistent. Power, then, essentially answers the how question: How do leaders influence their followers? Do you agree with Riya or Joseph? Theory X and Theory Y are two contrasting models of how your work force can be motivated. 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 . Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. 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. 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. McGregor created Theory X based on Maslows lower needs on the hierarchy of needs model (food, water, necessities). Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The two theories divide employees; those that inherently dislike work and those that inherently do like work. 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. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. succeed. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). The worker here is considered to be mature. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. [6] Managers are always looking for mistakes from employees, because they do not trust their work. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. 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. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. C. employees are motivated mainly by the chance for advancement and recognition.D. He wrote on leadership as well. This approach is usually taken by managers working in older companies and firms. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. The permissive autocrat mixes his or her use of power by retaining decision-making power but permitting organizational members to exercise discretion when executing those decisions. 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. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. Jeff Bezos, founder and CEO of Amazon, used to bring an empty chair to meetings to signal and remind participants of the most important people that did not have a seat at the table: the customers. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. So they must be controlled and coerced to get the job done. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. The managers influenced by Theory X believe that everything must end in blaming someone. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. 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. Managers may prefer one theory over the other; it depends on individual trait differences. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. His ideas gained most of their momentum in the 1960s, when the American and Western workforce was at a crucial transition from factory work of the Industrial Revolution to more collaborative technology-centered teamwork, aided no doubt by the Womens Labor Movement and the dawn of computing technology. The theory made some sense when. 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. [6] The company usesmonetary rewards and benefits to satisfy employees lower-level needs. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. I think there is a little misconception here. Business Case Study: Apple's Management Style, Henri Fayol's Principles of Management | Summary & Explanation, Marginal Tax Rate Concept & Formula | How to Calculate Marginal Tax Rate, Decision Making Skills & Techniques | How to Improve Decision Making. then you must include on every digital page view the following attribution: Use the information below to generate a citation. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. 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. Theory Y managers believe that _____. 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. The employees do not dislike work and it can be a source of satisfaction or joy for them. Finally, the permissive democrat shares power with group members, soliciting involvement in both decision-making and execution. 4. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. [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. Most people can handle responsibility because creativity and ingenuity are common in the population. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. They do not always need coercion, incentives or force to complete their work. O most employees know more about their job than the boss. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. What is the role of the leader and follower in the leadership process? He referred to these opposing motivational methods as Theory X and Theory Y management. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. employees are motivated mainly by the chance for advancement and recognition. Theory X. French and Raven provide us with a useful typology that identifies the sources and types of power that may be at the disposal of leaders: Not all forms of power are equally effective (see Exhibit 13.5), nor is a leaders total power base the simple sum of the powers at his disposal. B employees are primarily motivated by opportunities for advancement and recognition. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Try refreshing the page, or contact customer support. O most employees know more about their job than the boss. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. 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