Finally, the permissive democrat shares power with group members, soliciting involvement in both decision-making and execution. Managers give employees some free space and flexibility to work. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. A Theory X management style may be well-suited for this type of structured, process-driven workplace. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Theory Y managers, on the other hand, are more optimistic. People under Theory X believe that employees see their work as a burden and are lazy, so they tend to micromanage and control their performance and efforts. However, employees can be most productive when their work goals align with their higher-level needs. and you must attribute OpenStax. 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. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. 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. As a result, they must be closely controlled and often coerced to achieve organizational objectives. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. It is also used in unskilled labor organizations or production firms. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. The worker is assumed to be immature and viewed as being very gullible. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Managers may prefer one theory over the other; it depends on individual trait differences. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. If you continue to use this site we will assume that you are happy with it. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. 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. While money may not be the most effective way to self-fulfillment, it may be the only way available. The worker here is considered to be mature. X managers is an impediment to employee morale and productivity X managers believe it is his/her job to structure the work and energize, even coerce (threaten with punishment) the. Very few practice either being autocratic or democratic completely. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. B employees are primarily motivated by opportunities for advancement and recognition. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. As we have noted, leadership is the exercise of influence over those who depend on one another for attaining a mutual goal in a group setting. The hard approach results in hostility, purposely low output, and extreme union demands. Theory Y managers believe that _____. Both theories are mostly used as a mixture in organizations and workplaces. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. As we have noted, the terms leader and manager are not synonymous. Creative Commons Attribution License 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. 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. Hence, both theories used in moderation are key to good organization. In contrast, Theory Y leaders believe that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control. 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. 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. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. We use cookies to ensure that we give you the best experience on our website. They think most employees are only out for themselves and their sole interest in the job is to earn money. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. 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. 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 22nd International Command and Control Research and technology Symposium (ICCRTS). 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. They also dislike change and tend to resist it at all costs. In modern days and times, Theory Y works more effectively. People enjoy taking ownership of their work. This method has recently been outdated due to modern and more effective ways of working. 5. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. 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. Theory X and Y: An overview. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. 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. Although Theory Y encompasses creativity and discussion, it does have limitations. What is the role of the leader and follower in the leadership process? As the challenges facing a group change, so too may the flow of power and leadership. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. All other trademarks and copyrights are the property of their respective owners. We recommend using a 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. 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. [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. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. It refers to the management style that follows a more participative, interactive and optimistic approach. This theory has also been criticized for being too idealistic and unachievable by some critics. 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. 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. However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Situational Leadership Theory & Styles | What is Situational Leadership? 9899. Previous post: Improving Problem Solving Skills. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. In order to achieve the most efficient production, a combination of both theories may be appropriate. 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. Theory Y, on the other hand, presents a positive view of human . QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. In fact, when proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. 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. O most employees know more about their job than the boss. These managers also believe employees would rather . But . A compliment or reward from a person we like generally has greater value than one from someone we dislike, and punishment from someone we love (such as tough love from a parent) is less offensive than the pain inflicted by someone we dislike.31. Practically all managers act as formal leaders as part of their assigned role. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. Leaders hold a unique position in their groups, exercising influence and providing direction. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. This is a negative view of the nature of workers. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. 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. Theory X managers believe employees must be controlled to meet organizational goals. Most people avoid responsibility and need constant direction. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. Work is changing. They lack ambition and physiological and safety factors motivate them. They are not lazy at all. The most popular online Visio alternative, Lucidchart is utilized in over 180 countries by millions of users, from sales managers mapping out target organizations to IT directors visualizing their network infrastructure. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. How do leaders influence and move their followers to action? Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . 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. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc.creating, in effect, a self-fulfilling prophecy. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). Several assumptions form the basis for this theory. Peopleare motivated by money and fears about their job security. Establish coaching to help team leaders . A manager's behavior and expectations are as contagious as the plague. The theories attempt to show how a manager's perception of his team affects the . 147 lessons Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. Market Segmentation Types & Examples | What is Market Segmentation? This theory supports threatening supervisory power. the average person dislikes work and will seek to avoid it when possible. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. Theory X can benefit a work place that utilizes an assembly line or manual labor. [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. This could additionally lead to a bad reputation. This led them to use rewards and punishment as their primary means to motivate employees. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. Theory X managers believe all actions should be traceable to the individual responsible. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. [6], The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees. 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 Y is based on positive assumptions regarding the typical worker. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. In many instances, people are put into positions of leadership by forces outside the group. 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. The manager provides incentives and appraisals, but they are given as acknowledgement and appreciation of the employees performances, and not to control them. Work in organizations that are managed like this can . Power, then, essentially answers the how question: How do leaders influence their followers? 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. Both sides seek to satisfy some personal pleasures and needs. "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. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. 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. It refers to the management style that believes in authoritarian and controlling . For Japanese products and imports, particularly in the sense that they not!, it may be the most impactful, popular writers in the 1950s and 60s MIT. 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