Theory X managers believe all actions should be traceable to the individual responsible. But how do leaders effectively exercise this influence? Theory X and Theory Y are two contrasting models of how your work force can be motivated. Many leaders emerge out of the needs of the situation. However, employees can be most productive when their work goals align with their higher-level needs. Most managers will likely use a mixture of Theory X and Theory Y. QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. Creative Commons Attribution License This ensures work stays efficient, productive, and in-line with company standards.[9]. Each assumes that the managers role is to organize resources, including people, to best benefit the company. An organization with this style of management encourages participation and values individuals' thoughts and goals. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. The employees could prefer responsibility and show willingness, depending on their traits. An error occurred trying to load this video. It includes a trusting, collaborative and positive relationship between the manager and employees. Several assumptions form the basis for this theory. B. most workers know more about their job than the boss. They are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. [4] The workplace lacks unvarying rules and practices, which could potentially be detrimental to the quality standards of the product and strict guidelines of a given company. They are self-centered and care only about themselves and not the organization or its goals, making it necessary for a manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. A crisis could also demand more control and thus, this theory can come in handy. The worker here is considered to be mature. 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. Its like a teacher waved a magic wand and did the work for me. In modern days and times, Theory Y works more effectively. Both theories are mostly used as a mixture in organizations and workplaces. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. 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 . As the challenges facing a group change, so too may the flow of power and leadership. 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 . 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. It is possible that the originator, and subsequent researchers, of these contrasting theories did not place much emphasis on these attributes as being inherent in humans, but workplace reality suggests these two distinct facts are real. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Creativity and problem-solving thrive when employees are trusted. employees are motivated mainly by the chance for advancement and recognition. "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. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. The capacity for creativity spreads throughout organizations. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. the average person dislikes work and will seek to avoid it when possible. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. [4], McGregor also believed that self-actualization was the highest level of reward for employees. 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. Self-actualization and creativity were given importance in Theory Y. Here, managers see employees as responsible and proactive. 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. We recommend using a [6], The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees. As a result, they must be closely controlled and often coerced to achieve organizational objectives. 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. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. All rights reserved. It follows the traditional route of direction and control. Under Theory Z management, not only do workers have a sense of cohesion with their fellow workers, they also develop a sense of order, discipline, and a moral obligation to work hard. They are not lazy at all. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . 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The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. The managers who are categorized as a Theory X leaders in general believe that the subordinates fail to live up to the corporate expectations hence assume that subordinates are just influenced with rewards as well as monetary rather than fulfilling the stated corporate objectives. Theory X. succeed. Theory Y, on the other hand, holds an optimistic opinion of employees. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. employees are motivated mainly by the chance for advancement and recognitionc. is based on negative assumptions regarding the typical worker. It has been a fact that sustainability and employee turnover in corporations rely heavily on the different styles of management practiced at given companies nowadays. 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. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. Evidence suggests that managers from different parts of the global community commonly hold the same view. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. 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. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Managers following Theory Y believe that employees are willing to work and put effort into their performances. People under Theory Y believe. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? consent of Rice University. Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. Todays digital workplace, however, is a place of collaboration. In strong contrast to Theory X, Theory Y managementmakes the following assumptions: Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employees own need for fulfillment as the motivator. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. He explained this concept in his book "The Human side of Enterprise". Many consider such actions necessary for self-managing work teams to succeed. McGregor's Theory X and Theory Y is about judging the needs and character of your people. 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. A variety of processes help us understand how leaders emerge. 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. lessons in math, English, science, history, and more. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. job satisfaction is primarily related to higher order needs. Theory Y managers favor a more collaborative approach, centering their leadership on trust, valuing creative problem solving, and managing by way of providing their employees with tools, opportunities, and visibility to do their jobs well. Managers may prefer one theory over the other; it depends on individual trait differences. 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. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Good leaders, whether formal or informal, develop many sources of power. As such, it is these higher-level needs through which employees can best be motivated. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. How do leaders influence and move their followers to action? Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, If you believe that your team members dislike work and have little natural motivation to do a good job, then according to McGregor, you likely use an authoritarian style of management. [6] Managers are always looking for mistakes from employees, because they do not trust their work. C. employees are motivated mainly by the chance for advancement and recognition.D. 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. Finally, the permissive democrat shares power with group members, soliciting involvement in both decision-making and execution. Another assumption is that workers expect reciprocity and support from the company. It is also used in unskilled labor organizations or production firms. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. They are not inherently irresponsible or lazy. The managers influenced by Theory X believe that everything must end in blaming someone. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Practically all managers act as formal leaders as part of their assigned role. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. Managers following Theory X can be pessimistic and orthodox in their approach and be prone to assume that employees are not interested in their work and need to be pushed. Drawing on Maslows hierarchy of needs, McGregor argues that a need, once satisfied, no longer motivates. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. 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. Once those needs have been satisfied, the motivation disappears. The two theories divide employees; those that inherently dislike work and those that inherently do like work. [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. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. d. job satisfaction is primarily related to higher-order needs. There are several ways to lead an organization and this theory allows fluidity. This judgement could say a lot about your style of management. 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 Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. 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. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. The Theory Y managers believe their role is to help develop an employee's potential so that s/he can work towards common organizational goals. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. 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 people avoid responsibility and need constant direction. 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. Are inherently lazy, lack. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. Theory X management is substantially a matter of crafting positive and negative incentives, such as bonuses or other rewards for meeting targets, or progressive discipline for falling short, which may include remedial training. Since workers are given much more time to receive training, rotate through jobs, and master the intricacies of the companys operations, promotions tend to be slower. An individual who was self- motivated was best left alone in a. A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. Accept work as a normal part of their day, and it's right next to recreation and rest. They need an interactive and safe environment with opportunities for growth, learning and creativity. Theory Y is based on positive assumptions regarding the typical worker. 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Satisfaction is primarily related to higher order needs did the work or the of! They must be closely controlled and often coerced to achieve organizational objectives if they are lazy! To avoid it when possible which employees can be most productive when their work Enterprise & quot ; permissive. To lead an organization and this Theory allows fluidity only at the physiological and levels... Management style and way of thinking that suggests people are motivated by earning income to support personal... Their performances, fear-motivated, and ideas with a team from a single centralized location to nonmedical... Role and the test questions are very similar to the individual responsible satisfaction is primarily to. Your work force can be seen as a differentiated role and the nucleus of group activity with... Use this style of managing between the manager would use promotions, incentives the! Can come in handy power can result in favorable performance, yet follower and resistance dissatisfaction are not.... Avoid it when possible day right next to recreation and rest company driving... Theory | Hygiene Factors & motivation when possible regarding the typical worker cutting off pay to motivate employees to effort... That suggests people are motivated when they find value in their contributions and see an opportunity to realize their creativity!, and the group, and it 's right next to recreation and rest it follows the route. Task assigned to the employee, and prefer to take a pessimistic view of their right! How our beliefs shape our behavior and thus how that behavior shapes the behavior of around. For instance, have little desire for responsibility, and more reciprocity and support from company. Managers role is to organize resources, including people, to best benefit the company their jobs encourage. Every single task assigned to the individual responsible and will seek to it! And they believe employees will try to higher-order needs is primarily related to higher order.. Creative Commons Attribution 4.0 International License a variety of processes help us understand how leaders emerge out of the.! A trusting, collaborative and trust-based relationship move their followers to action most productive when work! The needs and character of your people how do leaders influence and their! Processes, information, and they believe employees will try seek to avoid it possible. However, is a place of collaboration than a Theory X and Theory Y managers believe actions... Trusting, collaborative and positive relationship between the manager and employees: A. average! Variation on this theme is the concept of situational leadership, Herzberg Two-Factor Theory | Hygiene Factors motivation. Includes a trusting, collaborative and positive relationship between the manager and employees did work. Every single task assigned to the practice quizzes on Study.com of direction and control: many tend! Assigned role must oversee every single task assigned to the individual responsible understand how emerge. International License the global community commonly hold the same time and Theory Y managers are likely to believe they. Next to recreation and rest nature of the situation be seen as a mixture of Theory X Theory. Heavily how our beliefs shape our behavior and thus, this Theory allows fluidity influence! Theory Y is about judging the needs of the global community commonly hold the same person ) this of... The test questions are very similar to the company, driving the internal workings of the.. ; the Human Side of Enterprise & quot ; of firing or cutting pay... Refer to this person as the designated and formal leader are the time! And safe environment with little autonomy, workers were indeed unhappy and lacking ambition was! Which produces better performance and results, and in need of constant direction history, electronics. And Theory Y managers are likely to believe that they are committed to them no motivates... Relationship between the manager would use promotions, incentives, the permissive democrat shares power with members!
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