In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. As we have noted, the terms leader and manager are not synonymous. 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 This book uses the Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. McGregor and Maslow respected each other and used each others theories in their work. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. 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, on the other hand, holds an optimistic opinion of employees. 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. The theory made some sense when. I would definitely recommend Study.com to my colleagues. Research suggests that rationality is the most effective influence tactic in terms of its impact on follower commitment, motivation, performance, satisfaction, and group effectiveness.30. Enrolling in a course lets you earn progress by passing quizzes and exams. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo Project Management. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! The employees do not dislike work and it can be a source of satisfaction or joy for them. Managerial Functions in the International Organization. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. They also dislike change and tend to resist it at all costs. Work in organizations that are managed like this can . These differing management styles have been coined in the academic management community as Theory X and Theory Y. Lets break each down and see how they apply in the workplace. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). Power, then, essentially answers the how question: How do leaders influence their followers? According to the Theory of X and Y, there are 2 categories of managers . 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 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. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. Overall leader effectiveness will be higher when people follow because they want to follow. This approach is usually taken by managers working in older companies and firms. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Many consider such actions necessary for self-managing work teams to succeed. Once those needs have been satisfied, the motivation disappears. With a workplace centered on trust, its important not only to instill trust in your teammatesbut also in the right technology to get the job done. This method has recently been outdated due to modern and more effective ways of working. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' He referred to these opposing motivational methods as Theory X and Theory Y management. Are inherently lazy, lack. As a result, the only way that employees can attempt to meet higher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Theory X. It follows the traditional route of direction and control. Theory X and Theory Y are theories of human work motivation and management. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . The two theories divide employees; those that inherently dislike work and those that inherently do like work. A group often turns to the member who possesses the knowledge, skills, and abilities that the group requires to achieve its goals.25 People surrender their power to individuals whom they believe will make meaningful contributions to attaining group goals.26 The individual to whom power is surrendered is often a member of the group who is in good standing. Very few practice either being autocratic or democratic completely. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. consent of Rice University. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. most workers seek out more resonsibilityTheory Y managers prefera. I feel like its a lifeline. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. Some critics believe that current methods of measuring unemployment are inaccurate in terms of the impact of unemployment on people as these methods do not take into account the 1.5% of the available working population incarcerated in US prisons (who may or may not be working while they are incarcerated); those who have lost their jobs and have . This could lead to more turnover and absenteeism. While money may not be the most effective way to self-fulfillment, it may be the only way available. Market Segmentation Types & Examples | What is Market Segmentation? Organizations have two kinds of leaders: formal and informal. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . 22nd International Command and Control Research and technology Symposium (ICCRTS). He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. 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. [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. Known as an influential figure in management theory, organizational communication, and organizational studies, Douglas McGregor was a professor at Massachusetts Institute of Technology, where he was a vocal advocate of the human relations approach. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. Some people prefer micromanaging and leading, and some people prefer giving space. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. 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. Management Styles Theories, Types & Examples | What is Management Style? Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. "Mission Command and Agile C2." The manager allows for collaborative decision-making and amicable relations within the organization or firm. 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] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Managers tend to micromanage and control employees performance and efforts. What is the role of the leader and follower in the leadership process? It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. 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. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. A manager's behavior and expectations are as contagious as the plague. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Typically, managers who apply theory X are more authoritarian. 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. Proc. 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. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section. At Quad/Graphics, president Harry V. Quadracci is a permissive democrat because he encourages all Quad employees to play a major role in decision-making and execution as they manage their teams as independent profit centers. Theory X. While Theory X managers may be suited for some process-driven organizations, a more practical management style today is that of a Theory Y thinker. The Japanese had discovered something that was givingthem the competitive edge. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. job satisfaction is primarily related to higher-order needs. Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . McGregor stressed that Theory Y management does not imply a soft approach. The managers influenced by Theory X believe that everything must end in blaming someone. 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. 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. Theory X and Y: An overview. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. Establish coaching to help team leaders . 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. The employee must be supervised or looked upon so that he or she works appropriately. 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. An individual who was self- motivated was best left alone in a. and you must attribute OpenStax. And the most lauded skills, especially in leadership, lie in the ability to connect seemingly disparate ideas and communicate those ideas clearly. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. Informal leaders, by contrast, are not assigned by the organization. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. job satisfaction is primarily related to higher order needs. Xavier is a Theory X manager. 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. Hence, both theories used in moderation are key to good organization. Sherri has taught college business and communication courses. 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. But how do leaders effectively exercise this influence? On the other hand, more modern, network-centric, and decentralized concepts of C2, that rely on individual initiative and self-synchronization, tend to arise more from a "Theory Y" philosophy. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. They do not always need coercion, incentives or force to complete their work. The use of rationality, expert power, and/or moralistic appeal generally elicits commitment and the internalization of the leaders goals.29, Leaders who use referent and expert power commonly experience a favorable response in terms of follower satisfaction and performance. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Most managers generally use the mixture of the two theories. 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. This could additionally lead to a bad reputation. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. They are not lazy at all. It includes a trusting, collaborative and positive relationship between the manager and employees. 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. The theories attempt to show how a manager's perception of his team affects the . Once surgery begins, however, the surgeon is completely in charge. 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. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. 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. 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. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). [7] The hard approach depends on close supervision, intimidation, and immediate punishment. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. Theory X: The Authoritarian Boss. 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. B. most employees know more about their job than the boss. It follows the idea that there is no single way to organize a company or make decisions. Different situations call for different configurations of knowledge, skills, and abilities. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. 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. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. In Theory X, Douglas McGregor summarizes the traditional view of management in a number of characteristic assumptions in which autocratic leadership style, close supervision and the hierarchical principle are the key elements. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. According to Theory Z, people want tomaintain a work-life balance, and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself. He defines himself as his companys philosopher. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. O most employees know more about their job than the boss. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. 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. 277. Each assumes that the managers role is to organize resources, including people, to best benefit the 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. 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. How do leaders influence and move their followers to action? A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. Accept work as a normal part of their day, and it's right next to recreation and rest. A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. [6] Managers are always looking for mistakes from employees, because they do not trust their work. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. An organization with this style of management encourages participation and values individuals' thoughts and goals. Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. 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 Theory X and Theory Y are two contrasting models of how your work force can be motivated. As a result, they must be closely controlled and often coerced to achieve organizational objectives. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. As a member, you'll also get unlimited access to over 84,000 Most people have little aptitude for creativity in solving organizational problems. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. [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. As soon as that need is satisfied, the employees have no additional motivation for coming to work. However, neither of these extremes is optimal. C. employees are motivated mainly by the chance for advancement and recognition.D. In many instances, people are put into positions of leadership by forces outside the group. The company usesmonetary rewards and benefits to satisfy employees lower-level needs. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. [4], McGregor also believed that self-actualization was the highest level of reward for employees.
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