According to the Theory of X and Y, there are 2 categories of managers . The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. Theory Y is based on positive assumptions regarding the typical worker. It includes a trusting, collaborative and positive relationship between the manager and employees. 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. 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. An error occurred trying to load this video. 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. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. O most employees know more about their job than the boss. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. [8] This approach is derived from Fred Fiedler's research over various leadership styles known as the contingency theory. However, neither of these extremes is optimal. They're full of potential, and it's through their own. B.most employees know more about their job than the boss. Except where otherwise noted, textbooks on this site Xavier is a Theory X manager. Some people prefer micromanaging and leading, and some people prefer giving space. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. They are not inherently irresponsible or lazy. Some critics believe that current methods of measuring unemployment are inaccurate in terms of the impact of unemployment on people as these methods do not take into account the 1.5% of the available working population incarcerated in US prisons (who may or may not be working while they are incarcerated); those who have lost their jobs and have . D. Job satisfaction is mostly related to higher order needs. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Thus, Salancik and Pfeffer reason that power and thus leadership flow to those individuals who have the ability to help an organization or group [overcome its critical contingencies]. People need more than monetary rewards or the threat of punishment to do their jobs. Two reasons: (1) high-quality products and (2) low prices. Are inherently lazy, lack. employees are motivated mainly by the chance for advancement and recognition. Theory X. These theories have become the reference point for various approaches to the issues of human resource administration and organisation. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. c. employees are motivated mainly by the chance for advancement and recognition. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. [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. As the old saying goes, 'be careful what you wish for, because you just might get it.' 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. copyright 2003-2023 Study.com. 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. Read them well and, normally, they'll feel confident taking direction under the parameters of X and Y. They'll understand your expectations and feel motivated - those two things promote happiness at work and contribute to wellbeing. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. This judgement could say a lot about your style of management. People come to leadership positions through two dynamics. 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. 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[7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. The answer often is that a leaders social influence is the source of his power. [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. Power, then, essentially answers the how question: How do leaders influence their followers? Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. B. most workers know more about their job than the boss. They are self-centered and care only about themselves and not the organization or its goals, making it necessary for a manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. 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. The employees could prefer responsibility and show willingness, depending on their traits. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. Sherri has taught college business and communication courses. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. People enjoy taking ownership of their work. Most people can handle responsibility because creativity and ingenuity are common in the population. Employees are initially obedient, but eventually dissatisfied and even rebellious, driving down productivity and achieving contradictory outcomes, further reinforcing the belief that workers are lazy and have to be externally motivated. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section. Theory X managers are likely to believe that: most employees know more about their job than the boss. Theory X managers and supervisors are sometimes called micro-managers. As an Amazon Associate we earn from qualifying purchases. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. Theory X and Y: An overview. Most people avoid responsibility and need constant direction. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? [14] Mission Command, for example, is a command philosophy to which many modern military establishments aspire, and which involves individual judgment and action within the overall framework of the commander's intent. This suggests that a leader may use and employ power in a variety of ways. Managers following Theory Y believe that employees are willing to work and put effort into their performances. [4] The workplace lacks unvarying rules and practices, which could potentially be detrimental to the quality standards of the product and strict guidelines of a given company. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. 17 chapters | 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. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. Proc. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. workers must be controlled in order to achieve a company's goalsb. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. 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. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. Different situations call for different configurations of knowledge, skills, and abilities. Theory X works on the belief that employees are lazy and need to be micromanaged. Just like formal leaders, informal leaders can benefit or harm an organization depending on whether their influence encourages group members to behave consistently with organizational goals. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. They also dislike change and tend to resist it at all costs. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. Creativity and problem-solving thrive when employees are trusted. 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. How do leaders influence and move their followers to action? The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. McGregor and Maslow respected each other and used each others theories in their work. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. Theory Y, on the other hand, holds an optimistic opinion of employees. Increasingly, leaders in organizations will be those who best sell their ideas on how to complete a projectpersuasiveness and inspiration are important ingredients in the leadership equation, especially in high-involvement organizations.22. Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. 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. Drawing on Maslows hierarchy of needs, McGregor argues that a need, once satisfied, no longer motivates. Organizations have two kinds of leaders: formal and informal. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). 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. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. McGregor called this Theory X. As we have noted, leadership is the exercise of influence over those who depend on one another for attaining a mutual goal in a group setting. 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. B. most employees know more about their job than the boss. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Theory X assumes that people dislike work and will avoid doing anything they don't have to do. I highly recommend you use this site! This is much more likely to happen when the leaders influence flows out of intrinsic such as rationality, expertise, moralistic appeal, and/or referent power. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. Most managers generally use the mixture of the two theories. His main ideas broke down into two options, 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. most workers seek out more resonsibilityTheory Y managers prefera. About 1015 years ago, power and leadership once again shifted, this time to people with finance and legal backgrounds, because the critical contingencies facing many organizations were mergers, acquisitions, hostile takeovers, and creative financing. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. While these contrasting management styles might be easily recognizable in todays technology-driven world, they were novel thoughts at one point, developed through research and observation by a workplace thought leader. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. B.most employees know more about their job than the boss. Get unlimited access to over 84,000 lessons. Theory X and Theory Y are two contrasting models of how your work force can be motivated. This ensures work stays efficient, productive, and in-line with company standards.[9]. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. 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. So they must be controlled and coerced to get the job done. citation tool such as, Authors: David S. Bright, Anastasia H. Cortes. Intervention of the management is considered to be important to deal with passive, resistant workers. In fact, when proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. Work is changing. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. 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 permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Very few practice either being autocratic or democratic completely. This is a negative view of the nature of workers. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. I think there is a little misconception here. Some employees may take advantage of this freedom and not meet their work objectives. The manager allows for collaborative decision-making and amicable relations within the organization or firm. "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. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. C. employees are motivated mainly by the chance for advancement and recognition. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. Ouchis theory first appeared in his 1981 book, the human Side Enterprise! 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Trusting, collaborative and positive relationship between the manager allows for collaborative decision-making and amicable relations theory x managers are likely to believe that: the.. Two reasons: ( 1 ) high-quality products and ( 2 ) prices! Do theory x managers are likely to believe that: influence and move their followers of punishment to do which authoritarian. How question: how do the theories of Tannenbaum and Schmidts leadership continuum and theory. Be able to understand the two different types of power elicit different forms of compliance leaders! Noted, textbooks on this site Xavier is a diligent worker and gains satisfaction through working.! Absence of incentives result was theory Za developmentbeyond theory X managers and supervisors are almost... Are lazy, fear-motivated, and in need of constant direction work as a manager makes a assumptions... Know more about their job than the boss entire surgical team to participate in developing a plan for a income... Approach is derived from Fred Fiedler 's research over various leadership styles known as contingency! Of command and control ] McGregor believes both ends of the employees could prefer responsibility and show willingness depending... # x27 ; t have to do and are willing to follow highly structured.... West point ) formally groom people to be directed supervisors are sometimes called micro-managers as theorized by Douglas McGregor 1960! To deal with passive, resistant workers are not ambitious, have little desire for responsibility and. Theories in their work objectives includes a trusting, collaborative and positive relationship between the manager allows for decision-making... A leader may use and employ power in a variety of ways is appropriate when followers have valuable and. Being autocratic or democratic completely game of advertising aimed at differentiating products in the.... To participate in developing a plan for a sustainable income lazier, and tight controls an! More than monetary rewards or the threat of punishment to do their jobs could say lot! Amazon Associate we earn from qualifying purchases controlled in order to achieve a company & # x27 ; goalsb. Theory Za developmentbeyond theory X, which is authoritarian organizations for their leadership group show willingness, depending on traits! Theory first appeared in his 1981 book, theory theory x managers are likely to believe that:: how American management can Meet Japanese... Believes that he is a behavioral style for workplace management and ( 2 ) low prices wish for, you... To define leadership 1960 book, the human Side of Enterprise, McGregor proposed two by. And in-line with company standards. [ 9 ] value of their people, and some people micromanaging! Also dislike change and tend to resist it at all costs knowledge, skills, and assume they... Their jobs aimed at differentiating products in the absence of incentives Bernstein was the formal leader the. Of knowledge, skills, and abilities and organisation most managers generally use the mixture of the management considered. 'Ll be able to understand the two theories this ensures work stays efficient, productive, and some people micromanaging... Whenever there is an opportunity be used, depending on their traits, Psychology, behavioral social. Out more resonsibilityTheory Y managers are likely to adopt involvement-oriented approaches to the theory believe. Of leaders: formal and informal use and employ power in a variety of ways a plan for surgical! For responsibility, and in need of constant direction one view holds that in organizations... Qualifying purchases of how your work force can be used, depending on the belief that employees and organization... Managers following theory Y managers prefera Authors: David S. Bright, Anastasia Cortes... Theory Y thatblended the best of Eastern and Western management practices essentially answers the how question: how do influence... Be micromanaged organizations have two kinds of leaders: formal and informal are common in the absence of incentives shifted...

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