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. Management believes employees' work is based on their own self-interest. The managers influenced by Theory X believe that everything must end in blaming someone. Theory X: The Authoritarian Boss. It suggests that there are two approaches to managing people. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. Self-actualization and creativity were given importance in Theory Y. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. While these contrasting management styles might be easily recognizable in todays technology-driven world, they were novel thoughts at one point, developed through research and observation by a workplace thought leader. 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. Theory X Think about a conveyor belt of automotive parts with workers and machines lined side by side, each tasked with applying a specific skill to the production processtightening a bolt, applying a hinge, taping up a box to be shipped, etc. 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. This theory has also been criticized for being too idealistic and unachievable by some critics. They can only work under fear, and proper supervision. An individual who was self- motivated was best left alone in a. All other trademarks and copyrights are the property of their respective owners. They lack ambition and physiological and safety factors motivate them. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Individuals attracted to high-involvement organizations, however, want to make their own decisions, expect their leaders to allow them to do so, and are willing to accept and act on this responsibility. These theories have become the reference point for various approaches to the issues of human resource administration and organisation. Our mission is to improve educational access and learning for everyone. 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. Accept work as a normal part of their day, and it's right next to recreation and rest. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. 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, University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. 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. Are inherently lazy, lack. 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. Some employees may take advantage of this freedom and not meet their work objectives. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. A manager's behavior and expectations are as contagious as the plague. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. Do you agree with Riya or Joseph? [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. 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. They are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. Want to cite, share, or modify this book? People enjoy taking ownership of their work. A variety of processes help us understand how leaders emerge. However, neither of these extremes is optimal. A ) 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. 17 chapters | Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and build the futurefaster. Market Segmentation Types & Examples | What is Market Segmentation? As an Amazon Associate we earn from qualifying purchases. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. Here, managers see employees as lazy and not proactive towards their work. The hard approach results in hostility, purposely low output, and extreme union demands. 1999-2023, Rice University. [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. Sometimes these powers lead to follower performance and satisfaction, yet they also sometimes fail. The answer often is that a leaders social influence is the source of his power. 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. Many writers and researchers have explored how leaders can use power to address the needs of various situations. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. They are not lazy at all. The employees could find their work fulfilling as well as challenging. Theory X. A study of 3,600 managers from 14 countries reveals that most of them held assumptions about human nature that could best be classified as Theory X.37 Even though managers might publicly endorse the merits of participatory management, most of them doubted their workers capacities to exercise self-direction and self-control and to contribute creatively.38, Contemplating the central role of problem-solving in management and leadership, Jan P. Muczyk and Bernard C. Reimann of Cleveland State University offer an interesting perspective on four different leadership styles (see Exhibit 13.7) that revolve around decision-making and implementation processes.39. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. People are self-motivated and embrace responsibility. Question: D Question 21 1 pts A manager who subscribes to Theory X believes in the importance of TQM that people prefer to be directed that people naturally seek out work in the contingency approach to management that people are committed to goals D Question 22 1 pts Theory X managers believe workers are O committed lazy happy needy O lucky 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. They think most employees are only out for themselves and their sole interest in the job is to earn money. This theory is likely to be used when there are new employees, who need direction and accountability. Behavior management theorist Douglas McGregor posited Theory X and Theory Y which hold that there are two types of managers: ones who assume a positive view of their workers, and ones who assume a negative view. Based on these factors, it is easy to see how Theory X differs from Theory Y and easy to imagine their potential outcomes in the workplace. 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. They also dislike change and tend to resist it at all costs. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. 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. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Theory X managers believe all actions should be traceable to the individual responsible. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. People under Theory Y believe. This suggests that a leader may use and employ power in a variety of ways. Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . Also sharing power is the directive democrat, who encourages participative decision-making but retains the power to direct team members in the execution of their roles. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. [8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo ]; 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. Learn about motivation in the workplace . Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. Management believes employees' work is based on their own self-interest. Produces identification with the leader and his cause be beneficial to use both theories moderation! Electronics fromJapan by Douglas McGregor an Amazon Associate we earn from qualifying purchases concerning their involvement in activities... In hostility, purposely low output, and it 's right next to recreation and rest and in. Safety factors motivate them most effective implementation of theory X assumes that people dislike work theory x managers are likely to believe that:. 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