The soft approach results in a growingdesire for greater reward in exchange for diminished work output. Theory Y managers believe that _____. Management believes employees' work is based on their own self-interest. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. As soon as that need is satisfied, the employees have no additional motivation for coming to work. 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. It follows the traditional route of direction and control. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. Here, managers see employees as responsible and proactive. But how do leaders effectively exercise this influence? He wrote on leadership as well. 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. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. McGregor proposed that there were two types of managers: ones who assumed a negative view of their employees, also known as the Theory X managers, and others who assumed a positive view of workers, or the Theory Y managers. [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. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. Several assumptions form the basis for this theory. 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. It is also used in unskilled labor organizations or production firms. They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. The two theories divide employees; those that inherently dislike work and those that inherently do like work. B. most employees know more about their job than the boss. is based on negative assumptions regarding the typical worker. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. 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. CRC Press; New York; pp. 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 . This theory supports threatening supervisory power. McGregor called this Theory X. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. 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. As such, it is these higher-level needs through which employees can best be motivated. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). The Situational Leader: Overview & Examples | What is a Situational Leader? Creativity and problem-solving thrive when employees are trusted. Managers who choose the Theory X approach have an authoritarian style of management. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. 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. We recommend using a Evidence suggests that managers from different parts of the global community commonly hold the same view. 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. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. 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. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Leaders who rely on reward power develop followers who are very measured in their responses to [what? Previous post: Improving Problem Solving Skills. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. Todays digital workplace, however, is a place of collaboration. 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. The capacity for creativity spreads throughout organizations. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices. c. employees are motivated mainly by the chance for advancement and recognition. They're full of potential, and it's through their own. 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. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. 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. If you continue to use this site we will assume that you are happy with it. 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. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. Also sharing power is the directive democrat, who encourages participative decision-making but retains the power to direct team members in the execution of their roles. 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 . Most people are self-centered. An organization with this style of management encourages participation and values individuals' thoughts and goals. 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 Z stresses the need to helpworkers become generalists, rather than specialists. most workers seek out more resonsibilityTheory Y managers prefera. Theory X and Theory Y are two contrasting models of how your work force can be motivated. 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. 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 main ideas broke down into two options, Theory X and Theory Y. This is a negative view of the nature of workers. They need an interactive and safe environment with opportunities for growth, learning and creativity. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Managers give employees some free space and flexibility to work. Most people have little aptitude for creativity in solving organizational problems. 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. She also holds three degrees including communications, business, educational leadership/technology. Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. Organizations have two kinds of leaders: formal and informal. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. 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. The informal leader is that individual whom members of the group acknowledge as their leader. employees are motivated mainly by the chance for advancement and recognitionc. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Except where otherwise noted, textbooks on this site The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. are not subject to the Creative Commons license and may not be reproduced without the prior and express written The employee must be supervised or looked upon so that he or she works appropriately. 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. Although Theory Y encompasses creativity and discussion, it does have limitations. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. He defines himself as his companys philosopher. It includes a trusting, collaborative and positive relationship between the manager and employees. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. d. job satisfaction is primarily related to higher order needs. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. 5. [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. The employees could prefer responsibility and show willingness, depending on their traits. Besides conducting the orchestra, he created a vision for the symphony. 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. 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. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. One of the critical difference between theory Y and theory X is that employees in theory X are associated with adverse traits while employees under theory Y are associated with positive characteristics. Because employees have historically been given a flat exchange of time and energy for income, workplace incentives have often been rooted in a fear of loss of employment, in earning potential from extra productivity, or in acquiescing to managerial dominance for promotion. 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. They also dislike change and tend to resist it at all costs. One psychologist, Douglas McGregor, categorized people's motivations into two broad categories: Theory X and Theory Y. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. They can use self-direction and self-control in this aspect. Peopleare motivated by money and fears about their job security. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. This judgement could say a lot about your style of management. Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. Most people avoid responsibility and need constant direction. 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