So they must be controlled and coerced to get the job done. 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. An error occurred trying to load this video. Theory Z stresses the need to helpworkers become generalists, rather than specialists. 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. QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. This suggests that a leader may use and employ power in a variety of ways. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. 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. Establish coaching to help team leaders . 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. Managers tend to micromanage and control employees performance and efforts. The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. | 10 Power, then, essentially answers the how question: How do leaders influence their followers? There are several ways to lead an organization and this theory allows fluidity. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. Drawing on Maslows hierarchy of needs, McGregor argues that a need, once satisfied, no longer motivates. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. 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. Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. In many instances, people are put into positions of leadership by forces outside the group. 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. Accept work as a normal part of their day, and it's right next to recreation and rest. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. It follows the idea that there is no single way to organize a company or make decisions. Plus, get practice tests, quizzes, and personalized coaching to help you C. employees are motivated mainly by the chance for advancement and recognition.D. 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. The employees could find their work fulfilling as well as challenging. citation tool such as, Authors: David S. Bright, Anastasia H. Cortes. Many leaders emerge out of the needs of the situation. Gerald Salancik and Jeffrey Pfeffer observe that power to influence others flows to those individuals who possess the critical and scarce resources (often knowledge and expertise) that a group needs to overcome a major problem.24 They note that the dominant coalition and leadership in American corporations during the 1950s was among engineers, because organizations were engaged in competition based on product design. People under Theory Y believe. Although born and educated in America, Ouchi was of Japanese descent and spent a lot of time in Japan studying the countrys approachto workplace teamwork and participative management. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. The employees could prefer responsibility and show willingness, depending on their traits. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. Another assumption is that workers expect reciprocity and support from the company. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. C. employees are motivated mainly by the chance for advancement and recognition. Because of this, a Theory X approach may be necessary although I believe it's best to give people the benefit of the doubt and go with a more empowering approach to begin with. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. McGregor stressed that Theory Y management does not imply a soft approach. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. They need an interactive and safe environment with opportunities for growth, learning and creativity. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. As a consequence, they exert a highly controlling leadership style. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. It suggests that there are two approaches to managing people. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Jeff Bezos, founder and CEO of Amazon, used to bring an empty chair to meetings to signal and remind participants of the most important people that did not have a seat at the table: the customers. 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. 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. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. Human Relations Theory Overview & Timeline | What are Human Relations? Market Segmentation Types & Examples | What is Market Segmentation? went on to propose his own model of workplace motivation, Theory Z. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. [13], Theory X and Theory Y also have implications in military command and control (C2). 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. 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. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. d. job satisfaction is primarily related to higher-order needs. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. McGregor called this Theory X. However, employees can be most productive when their work goals align with their higher-level needs. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. Why not assume the best in people? Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. 277. 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. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. 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. 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. In other words, employees have a strong desire for affiliation. You lead people.23 Informal leaders often have considerable leverage over their colleagues. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. What is the role of the leader and follower in the leadership process? But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. 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 and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. The theory made some sense when. 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. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. Besides conducting the orchestra, he created a vision for the symphony. Theory X managers and supervisors are sometimes called micro-managers. A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. Slow promotions, group decision-making, and life-time employment may not be a good fit with companies operating in cultural, social, and economic environments where those work practicesare not the norm. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. These credits give the individual a status that allows him to influence the direction that the group takes as it works to achieve its goals.27. [6], The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees. 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. 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. People are self-motivated and embrace responsibility. People enjoy taking ownership of their work. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. This could additionally lead to a bad reputation. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. Organizations have two kinds of leaders: formal and informal. Most managers will likely use a mixture of Theory X and Theory Y. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Try refreshing the page, or contact customer support. Douglas McGregor's Theory X and Theory Y. [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. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. All other trademarks and copyrights are the property of their respective owners. Theory Y, on the other hand, holds an optimistic opinion of employees. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. People come to leadership positions through two dynamics. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Its like a teacher waved a magic wand and did the work for me. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Leader is appointed by the group structured directions safe environment with opportunities for growth learning... Want more than monetary rewards and control ( C2 ) having to go to and. 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