job satisfaction is primarily related to higher-order needs. 1999-2023, Rice University. c. employees are motivated mainly by the chance for advancement and recognition. 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. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. 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. Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. 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. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. Theory X and Theory Y Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. Xavier is a Theory X manager. Why not assume the best in people? Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. 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. The manager allows for collaborative decision-making and amicable relations within the organization or firm. Theory Y managers appeal to a higher level of motivation on Maslows famous Hierarchy of Needs, capitalizing on the human need for esteem and self-actualization. His ideas gained most of their momentum in the 1960s, when the American and Western workforce was at a crucial transition from factory work of the Industrial Revolution to more collaborative technology-centered teamwork, aided no doubt by the Womens Labor Movement and the dawn of computing technology. Practically all managers act as formal leaders as part of their assigned role. I feel like its a lifeline. He defines himself as his companys philosopher. This could additionally lead to a bad reputation. Although Theory Y encompasses creativity and discussion, it does have limitations. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. 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. Very few practice either being autocratic or democratic completely. On this Wikipedia the language links are at the top of the page across from the article title. 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. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . Finally, the permissive democrat shares power with group members, soliciting involvement in both decision-making and execution. Theory Y managers will make different choices about how to arrange team members and workflows, how to talk to people, how to reward and incentivize, etc. Most people can handle responsibility because creativity and ingenuity are common in the population. All rights reserved. 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. Try refreshing the page, or contact customer support. citation tool such as, Authors: David S. Bright, Anastasia H. Cortes. [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. They are not lazy at all. 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. [3] According to Maslow, a human is motivated by the level they have not yet reached, and self-actualization cannot be met until each of the lower levels has been fulfilled. If you continue to use this site we will assume that you are happy with it. French and Raven provide us with a useful typology that identifies the sources and types of power that may be at the disposal of leaders: Not all forms of power are equally effective (see Exhibit 13.5), nor is a leaders total power base the simple sum of the powers at his disposal. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. Situational Leadership Theory & Styles | What is Situational Leadership? is based on negative assumptions regarding the typical worker. flashcard sets. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Sherri has taught college business and communication courses. These credits give the individual a status that allows him to influence the direction that the group takes as it works to achieve its goals.27. The employees do not dislike work and it can be a source of satisfaction or joy for them. In modern days and times, Theory Y works more effectively. 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. 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. Theory X: The Authoritarian Boss. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. The theory made some sense when. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. d. job satisfaction is primarily related to higher-order needs. There are several ways to lead an organization and this theory allows fluidity. They can use self-direction and self-control in this aspect. Work can be as natural as play if the conditions are favorable. Informal leaders, by contrast, are not assigned by the organization. Human Relations Theory Overview & Timeline | What are Human Relations? As a consequence, they exert a highly controlling leadership style. employees are motivated mainly by the chance for advancement and recognition. Most managers generally use the mixture of the two theories. Our mission is to improve educational access and learning for everyone. Lack of ambition and laziness is more common than ambition and creativity. the average person dislikes work and will seek to avoid it when possible. 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. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. Management Styles Theories, Types & Examples | What is Management Style? 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. He referred to these opposing motivational methods as Theory X and Theory Y management. It is believed that managers who adopted theory X produce poor results while managers who take theory Y are likely to deliver better . The Situational Leader: Overview & Examples | What is a Situational Leader? This theory supports threatening supervisory power. [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. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Leaders hold a unique position in their groups, exercising influence and providing direction. 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. The hard approach results in hostility, purposely low output, and extreme union demands. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. 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 assumes that people dislike work and will avoid doing anything they don't have to do. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. How do leaders influence and move their followers to action? 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. 277. B.most employees know more about their job than the boss. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. It follows the traditional route of direction and control. 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. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. Managers following Theory Y believe that employees are willing to work and put effort into their performances. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Peopleare motivated by money and fears about their job security. went on to propose his own model of workplace motivation, Theory Z. This website helped me pass! Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. 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. 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. 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. According to McGregor, Theory X managementassumes the following: Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. 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