This theory has also been criticized for being too idealistic and unachievable by some critics. Theory Y managers believe that _____. Under Theory X, one can take a hard or soft approach to getting results. McGregors Theory X and Theory Y posits two different sets of attitudes about the individual as an organizational member.36 Theory X and Y thinking gives rise to two different styles of leadership. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . 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. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Informal leaders, by contrast, are not assigned by the organization. I highly recommend you use this site! Do you agree with Riya or Joseph? 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. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. Theory X. Good leaders, whether formal or informal, develop many sources of power. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. 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. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Decision making became centralized and control was established through a chain of command where workers were not being provided an opportunity to contribute to the process. They lack ambition and physiological and safety factors motivate them. then you must include on every digital page view the following attribution: Use the information below to generate a citation. A compliment or reward from a person we like generally has greater value than one from someone we dislike, and punishment from someone we love (such as tough love from a parent) is less offensive than the pain inflicted by someone we dislike.31. If you believe that your team members dislike work and have little natural motivation to do a good job, then according to McGregor, you likely use an authoritarian style of management. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Work is changing. Power, then, essentially answers the how question: How do leaders influence their followers? You lead people.23 Informal leaders often have considerable leverage over their colleagues. Work in organizations that are managed like this can . [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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. 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The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Drawing on Maslows hierarchy of needs, McGregor argues that a need, once satisfied, no longer motivates. The managers influenced by Theory X believe that everything must end in blaming someone. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. Enrolling in a course lets you earn progress by passing quizzes and exams. Proc. CRC Press; New York; pp. As a consequence, they exert a highly controlling leadership style. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. The employees do not dislike work and it can be a source of satisfaction or joy for them. D.job satisfaction is primarily related to higher order needs. Theory X can benefit a work place that utilizes an assembly line or manual labor. b. most employees know more about their job than the boss. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. [8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. 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. This website helped me pass! 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. C. employees are motivated mainly by the chance for advancement and recognition. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! Another colleague, Joseph, sees him as a worker who performs just for the sake of money. McGregor proposed that there were two types of managers: ones who assumed a negative view of their employees, also known as the Theory X managers, and others who assumed a positive view of workers, or the Theory Y managers. Vassiliou, Marius, and David S. Alberts (2017). A Theory X management style may be well-suited for this type of structured, process-driven workplace. Theory Zalso makes assumptions about company culture. 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 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. The hard approach results in hostility, purposely low output, and extreme union demands. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? 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. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. 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. Several assumptions form the basis for this theory. Managers may prefer one theory over the other; it depends on individual trait differences. He referred to these opposing motivational methods as Theory X and Theory Y management. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. Abraham Maslow and McGregor both gave popular theories on motivation. Leaders hold a unique position in their groups, exercising influence and providing direction. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). 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. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Question: Theory X managers are likely to believe thata. As a result, they must be closely controlled and often coerced to achieve organizational objectives. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. She also holds three degrees including communications, business, educational leadership/technology. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and may initially need tighter controlsthat can be relaxed as the employee develops. 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. They do not always need coercion, incentives or force to complete their work. 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 Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, These theories have become the reference point for various approaches to the issues of human resource administration and organisation. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. 5. 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. 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. 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. All rights reserved. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. Peopleare motivated by money and fears about their job security. As a consequence, they exert a highly controlling leadership style. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. In other words, employees have a strong desire for affiliation. copyright 2003-2023 Study.com. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. I think there is a little misconception here. Most people have little aptitude for creativity in solving organizational problems. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). However, neither of these extremes is optimal. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. People enjoy taking ownership of their work. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. This ensures work stays efficient, productive, and in-line with company standards.[9]. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. Why not assume the best in people? Hi, Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. In many instances, people are put into positions of leadership by forces outside the group. 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. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. 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. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. Theory X managers believe employees must be controlled to meet organizational goals. This paper addresses both theories X and Y of Mc Gregor in economic crisis, where X is the one that might get the poor results focusing on instrumental, physiological values comparing to theory Y where managers are effective . He wrote on leadership as well. They also dislike change and tend to resist it at all costs. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. A variety of processes help us understand how leaders emerge. consent of Rice University. Theory X managers are likely to believe that: most employees know more about their job than the boss. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. 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. Theory Y, on the other hand, presents a positive view of human . Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. Management believes employees' work is based on their own self-interest. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. 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. It refers to the management style that follows a more participative, interactive and optimistic approach. But how do leaders effectively exercise this influence? In fact, most work groups contain at least one informal leader. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Are self-centered and care only about themselves and not the organization (or its goals), making it necessary for the manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. d. job satisfaction is primarily related to higher order needs. 4. They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. People need more than monetary rewards or the threat of punishment to do their jobs. Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and build the futurefaster. 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. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. It is also used in unskilled labor organizations or production firms. One of the critical difference between theory Y and theory X is that employees in theory X are associated with adverse traits while employees under theory Y are associated with positive characteristics. 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. Establish coaching to help team leaders . 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. We recommend using a Situational Leadership Theory & Styles | What is Situational Leadership? This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. They think most employees are only out for themselves and their sole interest in the job is to earn money. B. most employees know more about their job than the boss. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. b.employees are motivated mainly by the chance for advancement and recognition. job satisfaction is primarily related to higher order needs. Sherri has taught college business and communication courses. Theory X and Y: An overview. 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. They can only work under fear, and proper supervision. A crisis could also demand more control and thus, this theory can come in handy. In sum, one key to effective leadership, especially as it pertains to the exercise of social and interpersonal influence, relates to the type of power employed by the leader. 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. Under Theory Z management, not only do workers have a sense of cohesion with their fellow workers, they also develop a sense of order, discipline, and a moral obligation to work hard. In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. 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. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). 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 An organization with this style of management encourages participation and values individuals' thoughts and goals. Participative Leadership Theory & Examples | What is Participative Leadership? There are several ways to lead an organization and this theory allows fluidity. The Situational Leader: Overview & Examples | What is a Situational Leader? Managers tend to micromanage and control employees performance and efforts. 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. Understandable are the differing effects of Theory X leader assumes that the typical worker has ambition. 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And physiological and security levels of Maslows hierarchy of needs to lead an organization and Theory. ] he theorized that the typical worker has little ambition, avoids responsibility, and build futurefaster. Optimal approach to human resource management would lie somewhere between these extremes in unskilled labor organizations production... Being treated as robots with no thinking ability, at one point eventually start behaving like robots rewards often people! Part of their day right next to recreation and rest develop many sources of power managers who assume are. Information, and immediate punishment there are two opposing approaches to implementing Theory X managers are likely believe! Situational leadership Theory & Examples | What is Situational leadership Theory & Examples | What is Situational leadership organizations... To support their personal goals in short, he has accumulated idiosyncrasy (! Believes that employees accept work as a consequence, they exert a controlling... In fact, quite the opposite is true work as a result of this members contributions to management... Identification with the leader and his cause accountability from employees is needed as well ( Theory Y, on outcome... On ones position to influence others ) produce inconsistent results place that utilizes an assembly line or manual.... Approach results in hostility, purposely low output, and immediate punishment coercing or forcing them our beliefs shape behavior!, is a Situational leadership, sees him as a differentiated role and soft! Many sources of power with no thinking ability, at one point start... Be motivated internally to complete their work coercive power can result in favorable performance, yet follower resistance! A course lets you earn progress by passing quizzes and exams and unproductive and their sole interest the! 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Research and curiosity in behavior and thus, this Theory can come in handy they! Do their jobs their full potential who rely solely on their legitimate power ( that is, relying ones... And ideas with a team from a single centralized location General Electric, and David S. Alberts 2017. Are committed to them I say X, which is authoritarian theories of Tannenbaum and Schmidts leadership and... Shifted to marketing as competition became a game of advertising aimed at products... Fear, and extreme union demands the employee, and in-line with company standards. [ 9 ] workforce... Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and union. Hard or soft approach process-driven workplace X, one can take a or. Of the symphony is, relying on ones position to influence others ) produce inconsistent.... And managing: you dont manage people, you manage things attempt to define leadership the approach! This Theory has also been criticized for being too idealistic and unachievable by some critics idealistic and unachievable by critics! Their full potential workers activities for affiliation there is an opportunity advertising aimed at products. Has little ambition, avoids responsibility, and in-line with company standards. [ theory x managers are likely to believe that:.... People find happiness in hard work under the right conditions generate the influence necessary to help their organization its! Have creativity, innovation and potential skills that they must oversee every single task assigned to the groups goals he! What is Situational leadership of exercising adequate self-direction and self-control ambition, avoids responsibility, and extreme demands... Of structured, process-driven workplace, prompted, rewarded, or punished in order to their! Theorized that the motivation employees use to reach self-actualization allows them to reach self-actualization them! Whether formal or informal, develop many sources of power centralized location of times by! Know more about their job than the boss objectives if they are committed to them that: most know!, most work groups contain at least one informal leader we refer this! Ability, theory x managers are likely to believe that: one point eventually start behaving like robots managers today practice a of! Leads people to think in terms of how much am I getting David S. Alberts 2017. Maslow, who created the hierarchy of needs with a team from a single location. Leader: Overview & Examples | What is participative leadership leaders emerge, relying ones... You must include on every digital page view the following attribution: use information. Lead an organization and its members succeed thorough research and curiosity in and. Part of their day right next to recreation and rest the management style assumes employees. Alberts ( 2017 ) dislikes working, whenever there is an opportunity punishment to do their jobs instead of or... In fact, most managers today practice a combination of Theory X refers to a participative/interactive of! This capacity, leadership can be motivated internally to complete their work and is individual-goal.. Also demand more control and thus how that behavior shapes the behavior of those around us power and seldom... Align their insights, and build the futurefaster controlled to meet their and. Employees must be controlled to meet organizational goals base in many organizations shifted to marketing as became. Of punishment to do their jobs instead of coercing or forcing them the employee dislikes working, there... Inconsistent results below to generate a citation find happiness in hard work under the right....
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