Hi, Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. Evidence suggests that managers from different parts of the global community commonly hold the same view. They also dislike change and tend to resist it at all costs. 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. 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. In fact, when the proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. They can only work under fear, and proper supervision. Older, strictly hierarchical conceptions of C2, with narrow centralization of decision rights, highly constrained patterns of interaction, and limited information distribution tend to arise from cultural and organizational assumptions compatible with Theory X. When employees rise to a higher level of management, it is expected that they will use Theory Z to bring up, train, and develop other employees in a similar fashion. The theory made some sense when. 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. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. In order to achieve the most efficient production, a combination of both theories may be appropriate. It refers to the management style that believes in authoritarian and controlling behavior. The two theories divide employees; those that inherently dislike work and those that inherently do like work. This is a positive view of the nature of workers. This could lead to more turnover and absenteeism. 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 . 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. Theory X According to McGregor, Theory X management assumes the following: Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Plus, get practice tests, quizzes, and personalized coaching to help you In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc.creating, in effect, a self-fulfilling prophecy. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. They are not lazy at all. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Research indicates that people are unlikely to follow individuals who, for example, do not display drive, self-confidence, knowledge of the situation, honesty, and integrity. In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. Theory Z stresses the need to helpworkers become generalists, rather than specialists. As such, it is these higher-level needs through which employees can best be motivated. If Theory Y holds true, an organization can apply the followingprinciples of scientific management to improve employee motivation: If properly implemented, such an environment canincrease and continually fuelmotivation as employees work to satisfy their higher-level personal needs through their jobs. Theory Y managers believe that _____. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. 17 chapters | Both theories are mostly used as a mixture in organizations and workplaces. 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. In fact, most work groups contain at least one informal leader. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Interactive, participative style of managing. This suggests that a leader may use and employ power in a variety of ways. [8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. 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. Project Management. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. d. job satisfaction is primarily related to higher-order needs. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. They also dislike change and tend to resist it at all costs. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. As a Theory X manager, Xavier believes that his workers: Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. Individuals attracted to high-involvement organizations, however, want to make their own decisions, expect their leaders to allow them to do so, and are willing to accept and act on this responsibility. Each assumes that the managers role is to organize resources, including people, to best benefit the company. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. As the challenges facing a group change, so too may the flow of power and leadership. [6] [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. 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. [4] He theorized that the motivation employees use to reach self-actualization allows them to reach their full potential. On this Wikipedia the language links are at the top of the page across from the article title. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. 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. 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. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. The managers influenced by Theory X believe that everything must end in blaming someone. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. the average person dislikes work and will seek to avoid it when possible. c. employees are motivated mainly by the chance for advancement and recognition. went on to propose his own model of workplace motivation, Theory Z. 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. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Answer the question(s) below to see how well you understand the topics covered above. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. Both sides seek to satisfy some personal pleasures and needs. 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. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. and you must attribute OpenStax. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. And the approach to and requirements of leadership are changing with it. job satisfaction is primarily related to higher-order needs. flashcard sets. Theory X works on the belief that employees are lazy and need to be micromanaged. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). Practically all managers act as formal leaders as part of their assigned role. d. job satisfaction is primarily related to higher order needs. [13], Theory X and Theory Y also have implications in military command and control (C2). Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. 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. Under these conditions, people will seek responsibility. C. employees are motivated mainly by the chance for advancement and recognition. This method has recently been outdated due to modern and more effective ways of working. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. Most employees know more about their job than the boss. In other words, employees have a strong desire for affiliation. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. His main ideas broke down into two options, Theory X and Theory Y. Some employees may take advantage of this freedom and not meet their work objectives. OpenStax is part of Rice University, which is a 501(c)(3) nonprofit. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. Gerald Salancik and Jeffrey Pfeffer observe that power to influence others flows to those individuals who possess the critical and scarce resources (often knowledge and expertise) that a group needs to overcome a major problem.24 They note that the dominant coalition and leadership in American corporations during the 1950s was among engineers, because organizations were engaged in competition based on product design. B employees are primarily motivated by opportunities for advancement and recognition. 22nd International Command and Control Research and technology Symposium (ICCRTS). The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. 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