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. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. Proc. Under Theory X, one can take a hard or soft approach to getting results. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. In modern days and times, Theory Y works more effectively. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. This approach is usually taken by managers working in older companies and firms. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. Accept work as a normal part of their day, and it's right next to recreation and rest. Most people are gullible and unintelligent. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and build the futurefaster. Theory Y is based on positive assumptions regarding the typical worker. c. employees are motivated mainly by the chance for advancement and recognition. 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 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. 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. Theory X and Theory Y are two contrasting models of how your work force can be motivated. One psychologist, Douglas McGregor, categorized people's motivations into two broad categories: Theory X and Theory Y. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. In other words, employees have a strong desire for affiliation. I would definitely recommend Study.com to my colleagues. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Ouchis Theory Z makes certain assumptions about workers. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. Evidence suggests that managers from different parts of the global community commonly hold the same view. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' Once those needs have been satisfied, the motivation disappears. 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. We recommend using 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. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. He referred to these opposing motivational methods as Theory X and Theory Y management. Typically, managers who apply theory X are more authoritarian. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. I think there is a little misconception here. [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. A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. The employees do not dislike work and it can be a source of satisfaction or joy for them. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. The theories attempt to show how a manager's perception of his team affects the . McGregor (1960) proposed two models "Theory X and Theory Y", which he devised to describe two contrasting beliefs that managers hold about their paid workers. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? Very few practice either being autocratic or democratic completely. job satisfaction is primarily related to higher-order needs. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo The worker is assumed to be immature and viewed as being very gullible. 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. As such, it is these higher-level needs through which employees can best be motivated. Project Management. Some employees may take advantage of this freedom and not meet their work objectives. 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. Theory X managers are likely to believe that: most employees know more about their job than the boss. This theory is likely to be used when there are new employees, who need direction and accountability. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. He wrote on leadership as well. consent of Rice University. However, one person who seemed to be unafraid of self-inflicted explosions was Douglas McGregor, a behavior management theorist who was heavily influenced by both Abraham Maslow and the Hawthorne Studies. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. 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. Self-actualization and creativity were given importance in Theory Y. While money may not be the most effective way to self-fulfillment, it may be the only way available. Leaders hold a unique position in their groups, exercising influence and providing direction. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. The Situational Leader: Overview & Examples | What is a Situational Leader? 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. Managers tend to micromanage and control employees performance and efforts. Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. As we have noted, the terms leader and manager are not synonymous. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. job satisfaction is primarily related to higher order needs. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. It refers to the management style that follows a more participative, interactive and optimistic approach. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. Theory X management is substantially a matter of crafting positive and negative incentives, such as bonuses or other rewards for meeting targets, or progressive discipline for falling short, which may include remedial training. 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. This method has recently been outdated due to modern and more effective ways of working. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. d. job satisfaction is primarily related to higher order needs. citation tool such as, Authors: David S. Bright, Anastasia H. Cortes. It suggests that there are two approaches to managing people. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. the average person dislikes work and will seek to avoid it when possible. In fact, most work groups contain at least one informal leader. 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