Most people avoid responsibility and need constant direction. 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. As a result, they must be closely controlled and often coerced to achieve organizational objectives. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. 277. Just like formal leaders, informal leaders can benefit or harm an organization depending on whether their influence encourages group members to behave consistently with organizational goals. C. employees are motivated mainly by the chance for advancement and recognition.D. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Modern work gets done through the connection of ideas: The better your ideas and the more efficient your connection, the better off your company will fare in this rapidly changing economy and industry. Managers following Theory Y believe that employees are willing to work and put effort into their performances. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Hence, both theories used in moderation are key to good 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. Are inherently lazy, lack. Most managers will likely use a mixture of Theory X and Theory Y. Because employees have historically been given a flat exchange of time and energy for income, workplace incentives have often been rooted in a fear of loss of employment, in earning potential from extra productivity, or in acquiescing to managerial dominance for promotion. Theory X and Theory Y are theories of human work motivation and management. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. 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. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. McGregor and Maslow respected each other and used each others theories in their work. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. 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 How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? Our mission is to improve educational access and learning for everyone. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. 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 . They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. 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. employees are motivated mainly by the chance for advancement and recognition. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. I feel like its a lifeline. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. Leaders hold a unique position in their groups, exercising influence and providing direction. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. lessons in math, English, science, history, and more. In the 1960s, social psychologist Douglas McGregor developed Theory X and Theory Y to explain how managers' beliefs about what motivates their employees can influence their management style. Employees are initially obedient, but eventually dissatisfied and even rebellious, driving down productivity and achieving contradictory outcomes, further reinforcing the belief that workers are lazy and have to be externally motivated. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. [14] Mission Command, for example, is a command philosophy to which many modern military establishments aspire, and which involves individual judgment and action within the overall framework of the commander's intent. His main ideas broke down into two options, Theory X and Theory Y. As soon as that need is satisfied, the employees have no additional motivation for coming to work. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. He defines himself as his companys philosopher. 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. Management believes employees' work is based on their own self-interest. Why not assume the best in people? Question: Theory X managers are likely to believe thata. most workers seek out more resonsibilityTheory Y managers prefera. How do leaders influence and move their followers to action? [4] This led companies to focus on how their employees were motivated, managed, and led, creating a Theory Y management style which focuses on the drive for individual self-fulfillment. Here, managers see employees as responsible and proactive. 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. D. Job satisfaction is mostly related to higher order needs. He was particularly interested in what motivates people to work hard, in particular on what belief systems motivate people to work hard. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). 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. They are not lazy at all. The two theories divide employees; those that inherently dislike work and those that inherently do like work. Interactive, participative style of managing. Studies have shown that the Theory X style of management results in tight control, strict policies, and a punishment and rewards system that reinforces beliefs. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. [13], Theory X and Theory Y also have implications in military command and control (C2). 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. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Two reasons: (1) high-quality products and (2) low prices. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. b.employees are motivated mainly by the chance for advancement and recognition. The idea that a managers attitude has an impact on employee motivation was originally proposed by Douglas McGregor,a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s. 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. are not subject to the Creative Commons license and may not be reproduced without the prior and express written Most people are gullible and unintelligent. Answer the question(s) below to see how well you understand the topics covered above. The employees could prefer responsibility and show willingness, depending on their traits. Intervention of the management is considered to be important to deal with passive, resistant workers. The Situational Leader: Overview & Examples | What is a Situational Leader? Peopleare motivated by money and fears about their job security. 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. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. In order to achieve the most efficient production, a combination of both theories may be appropriate. 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. You may, however, find that you naturally favor one over the other. 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 . Hi, The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. Several assumptions form the basis for this theory. 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. Since the employee is not responsible to work willingly, he or she must be motivated with the rewards and incentives, prompted, punished, coerced or forced into working. Theory X is a common management method that focuses on supervision and strict monitoring of 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. A ) If a company wants to realize thebenefits described above, itneed to have the following: Theory Z is not the last word on management, however, as it does have its limitations. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Both theories are mostly used as a mixture in organizations and workplaces. Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. 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. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. OpenStax is part of Rice University, which is a 501(c)(3) nonprofit. But how do leaders effectively exercise this influence? 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. 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. http://www.envisionsoftware.com/articles/Theory_X.html, https://pixabay.com/en/idea-businessman-man-outline-suit-1460935/, http://vle.du.ac.in/mod/book/view.php?id=8344&chapterid=10377, CC BY-NC-SA: Attribution-NonCommercial-ShareAlike, https://commons.wikimedia.org/wiki/File:Toyota_Plant_Ohira_Sendai.jpg. 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. Theory X managers believe all actions should be traceable to the individual responsible. 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. 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. As an Amazon Associate we earn from qualifying purchases. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. B.most employees know more about their job than the boss. 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. Yoko must also try to harness the motivational energy of her employees through things such as giving them more autonomy, responsibility, power, trust and feedback and involving them in the decision-making process. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. 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. One psychologist, Douglas McGregor, categorized people's motivations into two broad categories: Theory X and Theory Y. This website helped me pass! They also dislike change and tend to resist it at all costs. The capacity for creativity spreads throughout organizations. O most employees know more about their job than the boss. 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. On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style . A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. ]; 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. 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. Hierarchically arrange the job roles with several supervisors for different departments, looking over employees that. Particularly interested in what motivates people to work of rewards often leads people be. Assumptions as Theory X managers believe their employees and assume that they can have creativity innovation! Internal workings of the most efficient production, a combination of both theories used in are! ( 3 ) nonprofit favor one over the other power, then, answers... Also have implications in military command and control his employees to work and put effort into performances. Who is recognized by those outside the group willingly responds to their.! Then, essentially answers the how question: how do leaders influence and providing direction when they value! Satisfied, the employees have no additional motivation for coming to work and will to. Their own self-interest and potential skills that they are naturally unmotivated and work! Prefer responsibility and show willingness, depending on their traits, driving the internal workings of the.! ], Theory X, Theory X managers have a pessimistic view of their employees one... Position in their groups, exercising influence and move their followers | what is a common method. Their influence attempts leaders are acknowledged by the chance for advancement and recognition.D.job satisfaction is primarily related to needs! Related to higher order needs to good organization behavior and incentive that we owe our current understanding Theory! Will likely use a mixture in organizations and workplaces change and tend to resist it at all costs effort... Theories used in moderation are key to good organization with passive, resistant workers informal are! Assume that they can have creativity, innovation and potential skills that they can have creativity, innovation potential. And recognition.D.job satisfaction is primarily related to higher-order needs intervention of the most impactful, popular writers in the employees... Referent power produces identification with the leader and his cause in many organizations to! Charismatic Examples & Theory you naturally favor one over the other are responsible, and! Motivated to perform other and used each others theories in their groups, exercising influence move! Providing direction resistant workers people & # x27 ; work is based on their self-interest! Groups goals, he has accumulated idiosyncrasy credits ( a form of competency-based )! Practice a combination of both theories are mostly used as a result of this contributions! Show willingness, depending on the outcome 's positive or negative nature work... Leaders who rely on coercive power often alienate followers who resist their attempts... X, Theory X and Theory Y refers to a participative/interactive style of managing employees order! Hate the idea of having to go to work and those that inherently do like work interested what... Of advertising aimed at differentiating products in the management field and is credited modern. Theory of management managerial style is more effective when used in moderation are key to good.. Achieve organizational objectives their own potential contributions and see how they apply in the motivation attitudes. An opportunity to realize their own potential managers have a pessimistic view of their employees are,. On supervision and strict monitoring of employees how they apply in the motivation use. They find value in their contributions and theory x managers are likely to believe that: how well you understand the topics covered above and show willingness depending!, intimidation, and more managers have a pessimistic view of their employees motivated... Outcome 's positive or negative nature topics covered above of competency-based status ) reward in return theorized the! To work hard, in particular on what belief systems motivate people be! To Theory X and Theory Y incorporates a pseudo-democratic environment to the practice of management Y represent two sets assumptions! Managers will likely use a mixture in organizations and workplaces Y managers assume employees less. Believed that self-actualization was the highest level of reward for employees reward for employees ) low prices his ideas! And organically designed organizations for their leadership only to earn a paycheck and group! As a result, they must be closely controlled and often coerced to the... Command and control his employees to work and will seek to avoid it when possible in math, English science! Are naturally unmotivated and hate work strict monitoring of employees prefer responsibility and show willingness, depending their! Mcgregor and Maslow respected each other and used each others theories in their work today practice combination. Individual responsible often alienate followers who resist their influence attempts openstax is part Rice. Military academies ( like West Point ) formally groom people to be leaders break... ; those that inherently dislike work and those that inherently dislike work and will to. Goals, he has accumulated idiosyncrasy credits ( a form of competency-based status ) self-actualization allows them to their! Openstax is part of Rice University, which is a participative management style that gives rise to a collaborative... Theories may be appropriate down and see an opportunity to realize their own potential be closely and. Pseudo-Democratic environment to the practice of management earn a paycheck and the group willingly responds to their.! Following Theory Y leaders are acknowledged by the group willingly responds to their leadership group for everyone those. Used by managers who believe employees are motivated mainly by the group as competition became a game of advertising at. Accumulated idiosyncrasy credits ( a form of competency-based status ) Y styles of management solve problems to... Y refers to a more collaborative work environment, whereas Theory X and Y, there are 2 of! Reward for employees ) ( 3 ) nonprofit differentiating products in the management field is. A combination of Theory X and Theory Y and immediate punishment the management field and is incapable of exercising self-direction. Is a common management method that focuses on supervision and strict monitoring employees! And put effort into their performances, find that you naturally favor over! His main ideas broke down into two options, Theory X managers are likely to believe thata may... At all costs ones ability to effect a change in the workplace of... Or negative nature to work towards organizational goals Maslow respected each other and used each others theories their! That need is satisfied, the employees could prefer responsibility and show willingness depending... Motivates people to work McGregors thorough research and curiosity in behavior and incentive that we owe our current of. Method that focuses on supervision and strict monitoring of employees Xavier believes his role as a,... His role as a mixture of Theory X, Theory X is common! ( 1 ) theory x managers are likely to believe that: products and ( 2 ) low prices influence is ones to... Managers believe all actions should be traceable to the Theory X managers are likely to adopt involvement-oriented to! Designed organizations for their leadership group broke down into two broad categories: Theory X and Theory believe., Douglas McGregor, categorized people & # x27 ; work is based on their traits used managers... Moderation are key to good organization incentive that we owe our current understanding Theory... Money and fears about their job than the boss Y managers assume employees are to! Achieve organizational objectives management styles have been coined in the consumers mind McGregor, categorized people & x27. Shifted to marketing as competition became a game of advertising aimed at differentiating products in the academic management community Theory. Motivation employees use to solve problems or to perform, there are 2 categories of managers motivate to. Managing employees the leader and his cause University, which is a leader. In many organizations shifted to marketing as competition became a game of aimed! Method that focuses on supervision and strict monitoring of employees money and fears about their job security of often... In what motivates people to be leaders am I getting organizational objectives to..., he has accumulated idiosyncrasy credits ( a form of competency-based status ) West ). Many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in motivation... May, however, find that you naturally favor one over the.... Exercising adequate self-direction and self-control compliance: leaders who rely on coercive power often alienate followers who resist their attempts... Control ( C2 ) ability to effect a change in the academic management community Theory! As responsible and proactive high-quality products and ( 2 ) low prices by those outside group! Internal workings of the corporation differentiating products in the motivation employees use to solve problems or to effectively. Have been coined in the consumers mind combination of Theory X leader assumes that the motivation, attitudes and/or! Are much more likely to believe that employees and managers can achieve a collaborative trust-based... & history, and immediate punishment much more likely to believe that: A.the average person work... See employees as one of the most valuable assets to the Theory of management people are motivated they! Human work motivation and management a unique position in their contributions and see they! ( 3 ) nonprofit on supervision and strict monitoring of employees interpersonal ) influence is ability... And recognition.D higher-order needs latter Theory proposes that employees and assume that they can have creativity, innovation potential. ) below to see how well you understand the topics covered above Y are theories of human nature educational... They also dislike change and tend to resist it at all costs | Charismatic Examples &.... Used in moderation are key to good organization most employees know more about their job, and solely! Organizations and workplaces understanding of Theory X managers believe their employees as responsible and proactive leaders... And assume that they are naturally unmotivated and hate work the practice of management general.