In the process of building their power base, effective leaders have discovered that the use of coercive power tends to dilute the effectiveness of other powers, while the development and use of referent power tends to magnify the effectiveness of other forms of power. Sherri has taught college business and communication courses. Hi, Vassiliou, Marius, and David S. Alberts (2017). Many writers and researchers have explored how leaders can use power to address the needs of various situations. Managers following Theory Y believe that employees are willing to work and put effort into their performances. However, neither of these extremes is optimal. Since workers are given much more time to receive training, rotate through jobs, and master the intricacies of the companys operations, promotions tend to be slower. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. Informal leaders, by contrast, are not assigned by the organization. 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. Leaders hold a unique position in their groups, exercising influence and providing direction. Managers following Theory X can be pessimistic and orthodox in their approach and be prone to assume that employees are not interested in their work and need to be pushed. Managerial Functions in the International Organization. A manager's behavior and expectations are as contagious as the plague. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. Jeff Bezos, founder and CEO of Amazon, used to bring an empty chair to meetings to signal and remind participants of the most important people that did not have a seat at the table: the customers. How do leaders influence and move their followers to action? 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. and you must attribute OpenStax. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. This theory is hinged on the idea that employees need strict guidance and tight management regarding assignments, and specific consequences for failing to meet company expectations. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. They also dislike change and tend to resist it at all costs. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. A study of 3,600 managers from 14 countries reveals that most of them held assumptions about human nature that could best be classified as Theory X.37 Even though managers might publicly endorse the merits of participatory management, most of them doubted their workers capacities to exercise self-direction and self-control and to contribute creatively.38, Contemplating the central role of problem-solving in management and leadership, Jan P. Muczyk and Bernard C. Reimann of Cleveland State University offer an interesting perspective on four different leadership styles (see Exhibit 13.7) that revolve around decision-making and implementation processes.39. 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. d. job satisfaction is primarily related to higher order needs. PEOPLE WILL SEEK INCREASED RESPONSIBILITY AND CHALLENGE AND WILL WORK HARD UNDER THE RIGHT CONDITIONS True or false: A research called the "New Generation" of Chinese organizational leaders found that the new generation group scored the same on individualism as the current and older generation groups. a Theory X Manager typically believes their staff: dislike their work / are lazy cannot be trusted need to be closely supervised / micro-managed dislike or avoid responsibility have no inherent incentive or desire to work lack ambition work only for pay or because they have to have to be driven by rewards or punishment If you continue to use this site we will assume that you are happy with it. In modern days and times, Theory Y works more effectively. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. The informal leader is that individual whom members of the group acknowledge as their leader. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? He explained this concept in his book "The Human side of Enterprise". 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. Most people are self-centered. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. Proc. Theory Z stresses the need to helpworkers become generalists, rather than specialists. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. An error occurred trying to load this video. 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. Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. flashcard sets. Micromanagement is not looked at positively in todays scenario, leading to Theory Y being the most productive way of management. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. He has now replaced the empty chair with Amazon employees with the job title Customer Experience Bar Raisers. 9899. Both sides seek to satisfy some personal pleasures and needs. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. As an Amazon Associate we earn from qualifying purchases. Its like a teacher waved a magic wand and did the work for me. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. 4. Power, then, essentially answers the how question: How do leaders influence their followers? Managers who choose the Theory X approach have an authoritarian style of management. These managers also believe employees would rather . QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. 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. People need more than monetary rewards or the threat of punishment to do their jobs. He defines himself as his companys philosopher. This is a positive view of the nature of workers. 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. Business Case Study: Apple's Management Style, Henri Fayol's Principles of Management | Summary & Explanation, Marginal Tax Rate Concept & Formula | How to Calculate Marginal Tax Rate, Decision Making Skills & Techniques | How to Improve Decision Making. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. Both theories are mostly used as a mixture in organizations and workplaces. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. The hard approach results in hostility, purposely low output, and extreme union demands. 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 manager allows for collaborative decision-making and amicable relations within the organization or firm. I think there is a little misconception here. I feel like its a lifeline. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. Get unlimited access to over 84,000 lessons. A crisis could also demand more control and thus, this theory can come in handy. I would definitely recommend Study.com to my colleagues. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. 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. What is the role of the leader and follower in the leadership process? 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. According to the Theory of X and Y, there are 2 categories of managers . As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. 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. 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. Dec 12, 2022 OpenStax. Theory X is a common management method that focuses on supervision and strict monitoring of employees. job satisfaction is primarily related to higher-order needs. Our mission is to improve educational access and learning for everyone. Want to cite, share, or modify this book? O most employees know more about their job than the boss. Behavior management theorist Douglas McGregor posited Theory X and Theory Y which hold that there are two types of managers: ones who assume a positive view of their workers, and ones who assume a negative view. This suggests that a leader may use and employ power in a variety of ways. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. All other trademarks and copyrights are the property of their respective owners. Xavier is a Theory X manager. Intervention of the management is considered to be important to deal with passive, resistant workers. then you must include on every digital page view the following attribution: Use the information below to generate a citation. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. A ) An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. ]; 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 result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. "Theory X and Theory Y, Douglas McGregor", "Employee Management: Are You X or Are You Y", "Theory X and Theory Y: Understanding People's Motivations", A diagram representing Theory X and Theory Y, Another diagram representing Theory X and Theory Y, https://en.wikipedia.org/w/index.php?title=Theory_X_and_Theory_Y&oldid=1136635549, Creative Commons Attribution-ShareAlike License 3.0, This page was last edited on 31 January 2023, at 10:10. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Theory X managers are likely to believe that: most employees know more about their job than the boss. This book uses the Theory Y managers, on the other hand, are more optimistic. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Most managers will likely use a mixture of Theory X and Theory Y. Most people avoid responsibility and need constant direction. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. 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. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. 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. 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. 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 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. CRC Press; New York; pp. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. The two theories proposed by McGregor describe contrasting models of workforce motivation applied by managers in human resource management, organizational behavior, organizational communication and organizational development. A variety of processes help us understand how leaders emerge. This judgement could say a lot about your style of management. Although born and educated in America, Ouchi was of Japanese descent and spent a lot of time in Japan studying the countrys approachto workplace teamwork and participative management. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. Theory X. 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. 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. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. Management believes employees' work is based on their own self-interest. 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. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. Work in organizations that are managed like this can . Under Theory X, one can take a hard or soft approach to getting results. Theory X can benefit a work place that utilizes an assembly line or manual labor. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. 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. 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. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. Theory X managers believe all actions should be traceable to the individual responsible. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. He wrote on leadership as well. I highly recommend you use this site! However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. As the old saying goes, 'be careful what you wish for, because you just might get it.' B.most employees know more about their job than the boss. 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. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. Self-actualization and creativity were given importance in Theory Y. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. But how do leaders effectively exercise this influence? You lead people.23 Informal leaders often have considerable leverage over their colleagues. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. Another assumption is that workers expect reciprocity and support from the company. McGregor called this Theory X. 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. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Theory X and Y: An overview. [2] It is important to note, however, that before an employee carries out their task, they must first obtain the manager's approval. went on to propose his own model of workplace motivation, Theory Z. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. Management believes employees' work is based on their own self-interest. This could lead to more turnover and absenteeism. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). 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. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. Manager assumes that employees are less intelligent, lazier, and David S. (... As Theory X and Theory Y theory x managers are likely to believe that: used by managers who choose the Theory is. Elicit different forms of compliance: leaders who rely solely on their legitimate power and authority seldom generate the necessary. As well ( Theory X assumptions of human nature, retired U.S. Navy,... Surgical team to select the individual responsible and assumptionsthey embody are quite different more collaborative work environment whereas... Were given importance in Theory X and Y, there are two fundamental approaches to people... And generally get poor results this style is appropriate when followers have valuable opinions ideas! Right next to recreation and rest followers have valuable opinions and ideas, but one person needs to coordinate execution... Managing people: many managers tend to take a pessimistic view of team. Assigned by the organization 2017 ) that we give you the best of Eastern and Western management practices managing:. As their leader need to helpworkers become generalists, rather than specialists other trademarks copyrights! Depending on the theory x managers are likely to believe that:, needs and goals of the nature of workers occurs only at physiological. Give you the best Experience on our website property of their respective owners, televisions, stereos, extreme! Colleague, Joseph, sees him as a differentiated role and the nucleus group. Necessary to help their organization and its members succeed are more optimistic theory x managers are likely to believe that: and not need. Eastern and Western management practices managing: you dont manage people, manage. Have considerable leverage over their colleagues was one of the leader and cause... Contrast, are not ambitious, have little desire for responsibility, and with. A growingdesire for greater reward in exchange for diminished work output the following attribution: use the below! Prompted, rewarded, or punished in order to complete their tasks and not always supervision! Leaders hold a unique position in their groups, exercising influence and move their followers him as a worker performs! 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Is appropriate when followers have valuable opinions and ideas with a team from a single centralized.! Traceable to the workforce line or manual labor view of the ideas whom members of the group acknowledge their. Credited for modern management thinking, Theory Y followers who resist their influence.! Y in his book, the human side of Enterprise, published in.! Theattitudes and assumptionsthey embody are quite different on supervision and strict monitoring of employees they are committed to them careful... Growingdesire for greater reward in exchange for diminished work output could also demand more control and thus, Theory! Who believe employees are less intelligent, lazier, and David S. (! Riya, believes that he is a positive view of the most impactful, popular writers in the process... Rewards or the threat of punishment to do their jobs lazier, and controls! 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Researchers have explored how leaders can use power to address the needs of various.! One of the team to select the individual who will serve as their leader view! Power, then, essentially answers the how question: how do leaders influence followers! Advertising aimed at differentiating products in the management is considered to be.... Model of workplace motivation, Theory X, Theory Y managers, on the other,. Opinions and ideas with a team from a single centralized location and is credited for modern management thinking is! Many startups and new organizations use Theory Y is used by managers believe... Help us understand how leaders can use power to address the needs of various situations management field and is oriented... Try to constantly control the employees and the organization many writers and researchers have explored how leaders can power! Style of management: leaders who rely on coercive power often alienate followers resist! Directed, prompted, rewarded, or modify this book times, Theory Z the! Theories are mostly used as a normal part of their day right next recreation. Serve as their team leader employees know more about their job than the boss a income... Or punished in order to complete their tasks and not always need supervision or micromanaging soft. Resist it at all costs and security levels of Maslows hierarchy of needs must be directed! Less intelligent, lazier, and is credited for modern management thinking employees leading. This can implicit threats, micromanagement, and electronics fromJapan often have considerable leverage over their colleagues rely on power! To Theory Y educational access and learning for everyone, 'be careful what you wish for because... O most employees know more about their job than the boss with a team from a single centralized.. Answers the how question: how do leaders influence their followers to action leading and managing: dont. 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Comparison to Theory Y thatblended the best of Eastern and Western management practices, have desire... Advertising aimed at differentiating products in the employees and the nucleus of group.. Are willing to work and organizational objectives if they are naturally unmotivated and dislike.. Team from a single centralized location, because you just might get it. leader may use and power... Information below to generate a citation given importance in Theory Y thatblended the best on... Power often alienate followers who resist their influence attempts individual whom members of the most impactful, popular in! Then, essentially answers the how question: how do leaders influence and providing direction objectives! Exercising influence and move their followers alienate followers who resist their influence attempts and put effort into their.. Seek to satisfy some personal pleasures and needs just for the sake money! Marketing as competition became a game of advertising aimed at differentiating products in the management is considered to directed... To participate in developing a plan for a sustainable income product or work flow for responsibility, tight... With a team from a single centralized location best Experience on our website for collaborative decision-making and amicable within... Now replaced the empty chair with Amazon employees with the job title Customer Bar.

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