d. job satisfaction is primarily related to higher order needs. They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. The capacity for creativity spreads throughout organizations. "C2 Re-Envisioned: the Future of the Enterprise." Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. Different situations call for different configurations of knowledge, skills, and abilities. While money may not be the most effective way to self-fulfillment, it may be the only way available. I see Theory X and Theory Y as two natural divisions of people; groupings into those who dislike working and those who are inclined to working without persuasion. Theory X [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. 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 Dec 12, 2022 OpenStax. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. 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. All other trademarks and copyrights are the property of their respective owners. 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. Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . Establish coaching to help team leaders . CRC Press; New York; pp. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. 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 . A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. The secret to their success was not what they were producing but how they were managing their peopleJapanese employees were engaged, empowered, and highly productive. Here, leaders act as facilitators, process consultants, network builders, conflict managers, inspirationalists, coaches, teachers/mentors, and cheerleaders.40 Such is the role of Ralph Stayer, founder, owner, and CEO of Johnsonville Foods. Want to cite, share, or modify this book? University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. 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. Abraham Maslow and McGregor both gave popular theories on motivation. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. are not subject to the Creative Commons license and may not be reproduced without the prior and express written But how do leaders effectively exercise this influence? Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Previous post: Improving Problem Solving Skills. Self-determination Theory Self-determination theory suggests that people are motivated to grow and change by three Which of the following is a behavior that would most likely b As we have noted, the terms leader and manager are not synonymous. A variety of processes help us understand how leaders emerge. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! His main ideas broke down into two options, Theory X and Theory Y. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. [6] 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, The worker is assumed to be immature and viewed as being very gullible. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. Although Theory Y encompasses creativity and discussion, it does have limitations. Theory X is a common management method that focuses on supervision and strict monitoring of employees. They are not inherently irresponsible or lazy. job satisfaction is primarily related to higher order needs. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. Very few practice either being autocratic or democratic completely. What is the role of the leader and follower in the leadership process? People enjoy taking ownership of their work. As the challenges facing a group change, so too may the flow of power and leadership. b.employees are motivated mainly by the chance for advancement and recognition. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. I highly recommend you use this site! It includes a trusting, collaborative and positive relationship between the manager and employees. The employee must be supervised or looked upon so that he or she works appropriately. It follows the idea that there is no single way to organize a company or make decisions. D. job satisfaction is primarily related to higher order needs. As a consequence, they exert a highly controlling leadership style. Leaders hold a unique position in their groups, exercising influence and providing direction. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. 1999-2023, Rice University. c. employees are motivated mainly by the chance for advancement and recognition. Leaders who rely on reward power develop followers who are very measured in their responses to [what? This is a negative view of the nature of workers. D. Job satisfaction is mostly related to higher order needs. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. 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 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. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. and you must attribute OpenStax. People need more than monetary rewards or the threat of punishment to do their jobs. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. As the old saying goes, 'be careful what you wish for, because you just might get it.' 9899. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. It is also used in unskilled labor organizations or production firms. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. This could lead to more turnover and absenteeism. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. As soon as that need is satisfied, the employees have no additional motivation for coming to work. If Theory Y holds true, an organization can apply the followingprinciples of scientific management to improve employee motivation: If properly implemented, such an environment canincrease and continually fuelmotivation as employees work to satisfy their higher-level personal needs through their jobs. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. A manager's behavior and expectations are as contagious as the plague. The employees do not dislike work and it can be a source of satisfaction or joy for them. Management believes employees' work is based on their own self-interest. Many writers and researchers have explored how leaders can use power to address the needs of various situations. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. They think most employees are only out for themselves and their sole interest in the job is to earn money. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. The Situational Leader: Overview & Examples | What is a Situational Leader? Many consider such actions necessary for self-managing work teams to succeed. 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. Two reasons: (1) high-quality products and (2) low prices. In the 1970s, 1980s, and 1990s, McGregor's conceptualization of Theory X and Theory Y were often used as the basis for discussions of management style, employee involvement, and worker motivation. Where a typical Theory X manager might require strict work hours, a Theory Y manager might offer employees a firm deadline, trusting them with the choice of when and how they will meet a productivity deadline. Sherri has taught college business and communication courses. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Work in organizations that are managed like this can . The soft approach results in a growingdesire for greater reward in exchange for diminished work output. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. Are inherently lazy, lack. 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. 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. They are not lazy at all. You lead people.23 Informal leaders often have considerable leverage over their colleagues. It refers to the management style that follows a more participative, interactive and optimistic approach. Theory X managers are likely to believe that: most employees know more about their job than the boss. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. They also dislike change and tend to resist it at all costs. 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. Douglas McGregor's Theory X and Theory Y. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. "Mission Command and Agile C2." 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. 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. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. Theory Z stresses the need to helpworkers become generalists, rather than specialists. They can only work under fear, and proper supervision. 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 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. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. the average person dislikes work and will seek to avoid it when possible. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Management believes employees' work is based on their own self-interest. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. 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. Theory X. 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. 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. I think there is a little misconception here. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. Creative Commons Attribution License 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. most employees know more about their job than the bossd. 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. This theory is hinged on the idea that employees need strict guidance and tight management regarding assignments, and specific consequences for failing to meet company expectations. 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. Another assumption is that workers expect reciprocity and support from the company. Studies have shown that the Theory X style of management results in tight control, strict policies, and a punishment and rewards system that reinforces beliefs. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. So grab your bomb repellent while we explore these two different types of managers by discussing the assumptions of each. 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. 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. This is a positive view of the nature of workers. Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. 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