Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. 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. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. Establish coaching to help team leaders . 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. Leonard Bernstein was part of the symphony, but his role as the New York Philharmonic conductor differed dramatically from that of the other symphony members. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. He wrote on leadership as well. Most employees know more about their job than the boss. Management believes employees' work is based on their own self-interest. Theory X. Want to cite, share, or modify this book? This led them to use rewards and punishment as their primary means to motivate employees. How do leaders influence and move their followers to action? Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. b.employees are motivated mainly by the chance for advancement and recognition. Theory X and Theory Y are theories of human work motivation and management. We use cookies to ensure that we give you the best experience on our website. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. 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. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. He has now replaced the empty chair with Amazon employees with the job title Customer Experience Bar Raisers. Theory X can benefit a work place that utilizes an assembly line or manual labor. Once surgery begins, however, the surgeon is completely in charge. 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. 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. [4] Assumptions of Theory Y, in relation to Maslow's hierarchy put an emphasis on employee higher level needs, such as esteem needs and self-actualization. Peopleare motivated by money and fears about their job security. 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. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. 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. B.most employees know more about their job than the boss. If you continue to use this site we will assume that you are happy with it. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. 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. A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. But . This is a negative view of the nature of workers. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. job satisfaction is primarily related to higher order needs. Informal leaders, by contrast, are not assigned by the organization. In modern days and times, Theory Y works more effectively. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. [6], The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees. McGregor stressed that Theory Y management does not imply a soft approach. Many consider such actions necessary for self-managing work teams to succeed. An individual who was self- motivated was best left alone in a. 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. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. The Theory Y managers believe their role is to help develop an employee's potential so that s/he can work towards common organizational goals. 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. Douglas McGregor's Theory X and Theory Y. Theory X managers believe all actions should be traceable to the individual responsible. In the 1950s, Tannenbaum and Schmidt created a continuum (see Exhibit 13.6) along which leadership styles range from authoritarian to extremely high levels of worker freedom.34 Subsequent to Tannenbaum and Schmidts work, researchers adapted the continuum by categorizing leader power styles as autocratic (boss-centered), participative (workers are consulted and involved), or free-rein (members are assigned the work and decide on their own how to do it; the leader relinquishes the active assumption of the role of leadership).35. Theory Y, on the other hand, holds an optimistic opinion of employees. 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. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Emergent leaders, on the other hand, arise from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal. C. employees are motivated mainly by the chance for advancement and recognition.D. They are not lazy at all. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. 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. Xavier is a Theory X manager. Its like a teacher waved a magic wand and did the work for me. In fact, most work groups contain at least one informal leader. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. Typically, managers who apply theory X are more authoritarian. Most people avoid responsibility and need constant direction. The Situational Leader: Overview & Examples | What is a Situational Leader? Plus, get practice tests, quizzes, and personalized coaching to help you Employees are given rewards and incentives, prompted, punished, coerced or forced into working. ]; 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. 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. I feel like its a lifeline. Theory X and Theory Y are two contrasting models of how your work force can be motivated. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. A ) Situational Leadership Theory & Styles | What is Situational Leadership? The soft approach results in a growingdesire for greater reward in exchange for diminished work output. They also dislike change and tend to resist it at all costs. 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. B employees are primarily motivated by opportunities for advancement and recognition. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. The theories attempt to show how a manager's perception of his team affects the . Many leaders emerge out of the needs of the situation. 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. Previous post: Improving Problem Solving Skills. It refers to the management style that believes in authoritarian and controlling behavior. A crisis could also demand more control and thus, this theory can come in handy. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo 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. Pacesetting Leadership: What It Is and When to Use It, 3 Leadership Principles to Foster Team Success, The 4 phases of the project management life cycle, The go-to toolkit for effortless documentation. Managers tend to micromanage and control employees performance and efforts. 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. [6] Managers are always looking for mistakes from employees, because they do not trust their work. And the approach to and requirements of leadership are changing with it. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. The employees do not dislike work and it can be a source of satisfaction or joy for them. O most employees know more about their job than the boss. As an Amazon Associate we earn from qualifying purchases. 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. People are self-motivated and embrace responsibility. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. All rights reserved. This suggests that a leader may use and employ power in a variety of ways. They think most employees are only out for themselves and their sole interest in the job is to earn money. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. They also dislike change and tend to resist it at all costs. 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He wrote on leadership as well. All other trademarks and copyrights are the property of their respective owners. Dec 12, 2022 OpenStax. 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. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. But how do leaders effectively exercise this influence? Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. most employees know more about their job than the bossd. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. Some people prefer micromanaging and leading, and some people prefer giving space. Very few practice either being autocratic or democratic completely. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. 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. They are not inherently irresponsible or lazy. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. Lack of ambition and laziness is more common than ambition and creativity. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. workers must be controlled in order to achieve a company's goalsb. Most people are gullible and unintelligent. People under Theory Y believe. A Theory X management style may be well-suited for this type of structured, process-driven workplace. Except where otherwise noted, textbooks on this site Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. Equity Theory of Motivation | Components, Importance & Examples, Business 307: Leadership & Organizational Behavior, Hospitality 309: Food & Beverage Service & Operations, Business 209: Mentoring & Leadership Development in the Workplace, Business 313: Organizational Communication, Psychology 107: Life Span Developmental Psychology, SAT Subject Test US History: Practice and Study Guide, SAT Subject Test World History: Practice and Study Guide, Geography 101: Human & Cultural Geography, Intro to Excel: Essential Training & Tutorials, Create an account to start this course today. 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. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). Vassiliou, Marius, David S. Alberts, and Jonathan R. 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