Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. 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. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Are inherently lazy, lack. Managers who choose the Theory X approach have an authoritarian style of management. In other words, employees have a strong desire for affiliation. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. In modern days and times, Theory Y works more effectively. 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. Project Management. 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. Theory X can benefit a work place that utilizes an assembly line or manual labor. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? Theory X is a common management method that focuses on supervision and strict monitoring of employees. Evidence suggests that managers from different parts of the global community commonly hold the same view. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. [2] It is important to note, however, that before an employee carries out their task, they must first obtain the manager's approval. are licensed under a, Major Characteristics of the Manager's Job, How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, Administrative and Bureaucratic Management, External and Internal Organizational Environments and Corporate Culture, The Internal Organization and External Environments, Organizing for Change in the 21st Century, Ethics, Corporate Responsibility, and Sustainability, Dimensions of Ethics: The Individual Level, Ethical Principles and Responsible Decision-Making, Leadership: Ethics at the Organizational Level, Ethics, Corporate Culture, and Compliance, Emerging Trends in Ethics, CSR, and Compliance, Cultural Stereotyping and Social Institutions, Characteristics of Successful Entrepreneurs, Trends in Entrepreneurship and Small-Business Ownership, Strategic Analysis: Understanding a Firms Competitive Environment, Gaining Advantages by Understanding the Competitive Environment, A Firm's External Macro Environment: PESTEL, A Firm's Micro Environment: Porter's Five Forces, Competition, Strategy, and Competitive Advantage, The Strategic Management Process: Achieving and Sustaining Competitive Advantage, The Role of Strategic Analysis in Formulating a Strategy, Strategic Objectives and Levels of Strategy, Planning Firm Actions to Implement Strategies, Measuring and Evaluating Strategic Performance, An Introduction to Human Resource Management, Influencing Employee Performance and Motivation, Talent Development and Succession Planning, Benefits and Challenges of Workplace Diversity, Situational (Contingency) Approaches to Leadership, Substitutes for and Neutralizers of Leadership, Transformational, Visionary, and Charismatic Leadership, Opportunities and Challenges to Team Building, Factors Affecting Communications and the Roles of Managers, Managerial Communication and Corporate Reputation, The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing, Formal Organizational Planning in Practice, Management by Objectives: A Planning and Control Technique, The Control- and Involvement-Oriented Approaches to Planning and Controlling, MTIIts Importance Now and In the Future, External Sources of Technology and Innovation, Internal Sources of Technology and Innovation, Management Entrepreneurship Skills for Technology and Innovation, Managing Now for Future Technology and Innovation, Tannenbaum and Schmidts Leadership Continuum, Leadership Behavior and the Uses of Power. 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. In order to achieve the most efficient production, a combination of both theories may be appropriate. 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. The worker here is considered to be mature. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). They need an interactive and safe environment with opportunities for growth, learning and creativity. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. We use cookies to ensure that we give you the best experience on our website. Establish coaching to help team leaders . They are not lazy at all. Theory Y managers appeal to a higher level of motivation on Maslows famous Hierarchy of Needs, capitalizing on the human need for esteem and self-actualization. Except where otherwise noted, textbooks on this site It refers to the management style that follows a more participative, interactive and optimistic approach. The permissive autocrat mixes his or her use of power by retaining decision-making power but permitting organizational members to exercise discretion when executing those decisions. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. Managers may prefer one theory over the other; it depends on individual trait differences. 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. [8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. d. job satisfaction is primarily related to higher order needs. He wrote on leadership as well. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. Each assumes that the managers role is to organize resources, including people, to best benefit the company. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. Most managers generally use the mixture of the two theories. So grab your bomb repellent while we explore these two different types of managers by discussing the assumptions of each. Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. This theory is also likely to be used when the work in the organization is repetitive and employees are likely to get bored and need some control. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. employees are motivated mainly by the chance for advancement and recognition. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. He referred to these opposing motivational methods as Theory X and Theory Y management. 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. Situational Leadership Theory & Styles | What is Situational Leadership? Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. 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. Previous post: Improving Problem Solving Skills. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. 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. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. In fact, most work groups contain at least one informal leader. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. According to the Theory of X and Y, there are 2 categories of managers . How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? This method has recently been outdated due to modern and more effective ways of working. Theory X and Theory Y are two contrasting models of how your work force can be motivated. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. 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. 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. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. Very few practice either being autocratic or democratic completely. [3] According to Maslow, a human is motivated by the level they have not yet reached, and self-actualization cannot be met until each of the lower levels has been fulfilled. 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. 9899. Here, managers see employees as responsible and proactive. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. Want to cite, share, or modify this book? The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. 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. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. Informal leaders, by contrast, are not assigned by the organization. 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. Than monetary rewards and control his employees to work towards organizational goals initiative it... 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