Want to cite, share, or modify this book? The employees do not dislike work and it can be a source of satisfaction or joy for them. Managers who choose the Theory X approach have an authoritarian style of management. These managers also believe employees would rather . Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. What is the role of the leader and follower in the leadership process? McGregor (1960) proposed two models "Theory X and Theory Y", which he devised to describe two contrasting beliefs that managers hold about their paid workers. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. Theory X starts from the assumption that people are naturally lazy, want to avoid work as much as possible, do not wish to take responsibility, have no . 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. In fact, most work groups contain at least one informal leader. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Both theories are mostly used as a mixture in organizations and workplaces. Theory Y is based on positive assumptions regarding the typical worker. d. job satisfaction is primarily related to higher order needs. The hard approach results in hostility, purposely low output, and extreme union demands. It refers to the management style that believes in authoritarian and controlling behavior. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. An organization with this style of management encourages participation and values individuals' thoughts and goals. c. employees are motivated mainly by the chance for advancement and recognition. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. Many consider such actions necessary for self-managing work teams to succeed. The worker here is considered to be mature. 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. 22nd International Command and Control Research and technology Symposium (ICCRTS). [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Although Theory Y encompasses creativity and discussion, it does have limitations. The two theories divide employees; those that inherently dislike work and those that inherently do like work. These managers tend to be more present in entry-level jobs where productivity and process are favored over independence or innovation, but they may show up at any company level and in any industry. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. D. Job satisfaction is mostly related to higher order needs. ]; 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. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. 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. In other words, employees have a strong desire for affiliation. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. It includes a trusting, collaborative and positive relationship between the manager and employees. I would definitely recommend Study.com to my colleagues. Project Management. This theory has also been criticized for being too idealistic and unachievable by some critics. d. job satisfaction is primarily related to higher-order needs. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. They can use self-direction and self-control in this aspect. They can only work under fear, and proper supervision. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. His main ideas broke down into two options, Theory X and Theory Y. | 10 They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, Many writers and researchers have explored how leaders can use power to address the needs of various situations. 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. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. 4. the average person dislikes work and will seek to avoid it when possible. 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. a Theory X Manager typically believes their staff: dislike their work / are lazy cannot be trusted need to be closely supervised / micro-managed dislike or avoid responsibility have no inherent incentive or desire to work lack ambition work only for pay or because they have to have to be driven by rewards or punishment The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. then you must include on every digital page view the following attribution: Use the information below to generate a citation. 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. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. Human Relations Theory Overview & Timeline | What are Human Relations? However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Plus, get practice tests, quizzes, and personalized coaching to help you 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. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Theory Z stresses the need to helpworkers become generalists, rather than specialists. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. As soon as that need is satisfied, the employees have no additional motivation for coming to work. 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. 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. According to the Theory of X and Y, there are 2 categories of managers . Theory Y, on the other hand, presents a positive view of human . As a Theory X manager, Xavier believes that his workers: Xavier assumes that his employees show up for work for their paycheck and the security that a regular, paying job offers. Most people are gullible and unintelligent. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Yoko must also try to harness the motivational energy of her employees through things such as giving them more autonomy, responsibility, power, trust and feedback and involving them in the decision-making process. How do leaders influence and move their followers to action? D.job satisfaction is primarily related to higher order needs. In the 1950s, Tannenbaum and Schmidt created a continuum (see Exhibit 13.6) along which leadership styles range from authoritarian to extremely high levels of worker freedom.34 Subsequent to Tannenbaum and Schmidts work, researchers adapted the continuum by categorizing leader power styles as autocratic (boss-centered), participative (workers are consulted and involved), or free-rein (members are assigned the work and decide on their own how to do it; the leader relinquishes the active assumption of the role of leadership).35. Do you agree with Riya or Joseph? Just like formal leaders, informal leaders can benefit or harm an organization depending on whether their influence encourages group members to behave consistently with organizational goals. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Here, managers see employees as lazy and not proactive towards their work. I think there is a little misconception here. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. As a consequence, they exert a highly controlling leadership style. Power, then, essentially answers the how question: How do leaders influence their followers? They're full of potential, and it's through their own. As an Amazon Associate we earn from qualifying purchases. Most people can handle responsibility because creativity and ingenuity are common in the population. A variety of processes help us understand how leaders emerge. All rights reserved. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. 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. 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. 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. then you must include on every physical page the following attribution: If you are redistributing all or part of this book in a digital format, Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. They are not inherently irresponsible or lazy. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. 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. This theory is likely to be used when there are new employees, who need direction and accountability. He referred to these opposing motivational methods as Theory X and Theory Y management. We recommend using a Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. Creativity and problem-solving thrive when employees are trusted. 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 . McGregor called this Theory X. [6] Managers are always looking for mistakes from employees, because they do not trust their work. Question: Theory X managers are likely to believe thata. 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