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. The Theory X manager assumes employees hate the idea of having to go to work and do so only to earn a paycheck and the security it offers. job satisfaction is primarily related to higher order needs. the average person dislikes work and will seek to avoid it when possible. 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. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Work in organizations that are managed like this can . 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. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. McGregor called this Theory X. [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. 9899. However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. ]; 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. 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. A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. [6] Managers are always looking for mistakes from employees, because they do not trust their work. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. 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. It is believed that managers who adopted theory X produce poor results while managers who take theory Y are likely to deliver better . Self-actualization and creativity were given importance in Theory Y. Ouchis Theory Z makes certain assumptions about workers. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. 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. Typically, managers who apply theory X are more authoritarian. 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. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. Get unlimited access to over 84,000 lessons. D.job satisfaction is primarily related to higher order needs. All rights reserved. Most people are self-centered. 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. "C2 Re-Envisioned: the Future of the Enterprise." Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. As a member, you'll also get unlimited access to over 84,000 A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. However, neither of these extremes is optimal. 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. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Overall leader effectiveness will be higher when people follow because they want to follow. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. The theories attempt to show how a manager's perception of his team affects the . This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. "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. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. [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. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. Individuals attracted to high-involvement organizations, however, want to make their own decisions, expect their leaders to allow them to do so, and are willing to accept and act on this responsibility. Why not assume the best in people? Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. People come to leadership positions through two dynamics. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. Enrolling in a course lets you earn progress by passing quizzes and exams. 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. 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. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. 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Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? 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. 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. 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. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. While money may not be the most effective way to self-fulfillment, it may be the only way available. This suggests that a leader may use and employ power in a variety of ways. C. employees are motivated mainly by the chance for advancement and recognition. [6] [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. Most employees know more about their job than the boss. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. Managers tend to micromanage and control employees performance and efforts. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. 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. Evidence suggests that managers from different parts of the global community commonly hold the same view. QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. Management believes employees' work is based on their own self-interest. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. 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. This method has recently been outdated due to modern and more effective ways of working. https://openstax.org/books/principles-management/pages/1-introduction, https://openstax.org/books/principles-management/pages/13-3-leader-emergence, Creative Commons Attribution 4.0 International License. They can use self-direction and self-control in this aspect. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. 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. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. 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. 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. As the old saying goes, 'be careful what you wish for, because you just might get it.' employees are motivated mainly by the chance for advancement and recognitionc. Managers following Theory Y believe that employees are willing to work and put effort into their performances. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). It can be difficult for organizations and employees to make life-time employment commitments. 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. Both theories are mostly used as a mixture in organizations and workplaces. What is the role of the leader and follower in the leadership process? 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. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Managers who choose the Theory X approach have an authoritarian style of management. Theory X works on the belief that employees are lazy and need to be micromanaged. 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