D.job satisfaction is primarily related to higher order needs. I think there is a little misconception here. D. Job satisfaction is mostly related to higher order needs. The hard approach results in hostility, purposely low output, and extreme union demands. 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. X managers is an impediment to employee morale and productivity X managers believe it is his/her job to structure the work and energize, even coerce (threaten with punishment) the. Intervention of the management is considered to be important to deal with passive, resistant workers. He wrote on leadership as well. 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. A manager's behavior and expectations are as contagious as the plague. As a result, the only way that employees can attempt to meethigher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Theory X starts from the assumption that people are naturally lazy, want to avoid work as much as possible, do not wish to take responsibility, have no . [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. 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. Enrolling in a course lets you earn progress by passing quizzes and exams. Very few practice either being autocratic or democratic completely. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. Answer the question(s) below to see how well you understand the topics covered above. Evidence suggests that managers from different parts of the global community commonly hold the same view. Todays digital workplace, however, is a place of collaboration. 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. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. As an Amazon Associate we earn from qualifying purchases. Project Management. Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. As soon as that need is satisfied, the employees have no additional motivation for coming to work. 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 employee is not responsible and hence must be supervised or directed towards the goal of the organization. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. Most employees know more about their job than the boss. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. Gerald Salancik and Jeffrey Pfeffer observe that power to influence others flows to those individuals who possess the critical and scarce resources (often knowledge and expertise) that a group needs to overcome a major problem.24 They note that the dominant coalition and leadership in American corporations during the 1950s was among engineers, because organizations were engaged in competition based on product design. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. Based on these factors, it is easy to see how Theory X differs from Theory Y and easy to imagine their potential outcomes in the workplace. This could lead to more turnover and absenteeism. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. 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. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. [13], Theory X and Theory Y also have implications in military command and control (C2). Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. then you must include on every physical page the following attribution: If you are redistributing all or part of this book in a digital format, The employee must be supervised or looked upon so that he or she works appropriately. 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. The theories attempt to show how a manager's perception of his team affects the . Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. 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. They think most employees are only out for themselves and their sole interest in the job is to earn money. The idea that a managers attitude has an impact on employee motivation was originally proposed by Douglas McGregor,a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. Decision making became centralized and control was established through a chain of command where workers were not being provided an opportunity to contribute to the process. It has been a fact that sustainability and employee turnover in corporations rely heavily on the different styles of management practiced at given companies nowadays. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. They do not always need coercion, incentives or force to complete their work. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. 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. Most managers will likely use a mixture of Theory X and Theory Y. This unique platform allows team leaders to share visuals with teammates, work together on projects in real time, comment on documents and project updates, and work collaboratively with up-to-the-minute feedback. 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 X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Also sharing power is the directive democrat, who encourages participative decision-making but retains the power to direct team members in the execution of their roles. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. Different situations call for different configurations of knowledge, skills, and abilities. [6] Managers are always looking for mistakes from employees, because they do not trust their work. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. In modern days and times, Theory Y works more effectively. 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. employees are motivated mainly by the chance for advancement and recognitionc. 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. O most employees know more about their job than the boss. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style . Managers in newer organizations use this theory as now, people want more than monetary rewards and control. His main ideas broke down into two options, Theory X and Theory Y. Theory Y is also known as contingency theory because it allows for flexibility in the work environment. What is the role of the leader and follower in the leadership process? As a member, you'll also get unlimited access to over 84,000 Human Relations Theory Overview & Timeline | What are Human Relations? B employees are primarily motivated by opportunities for advancement and recognition. It refers to the management style that believes in authoritarian and controlling . It is also used in unskilled labor organizations or production firms. Want to cite, share, or modify this book? 4. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. The Situational Leader: Overview & Examples | What is a Situational Leader? In the 1970s, 1980s, and 1990s, McGregor's conceptualization of Theory X and Theory Y were often used as the basis for discussions of management style, employee involvement, and worker motivation. 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. The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. 22nd International Command and Control Research and technology Symposium (ICCRTS). 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. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. A Theory X management style may be well-suited for this type of structured, process-driven workplace. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Some people prefer micromanaging and leading, and some people prefer giving space. Peopleare motivated by money and fears about their job security. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. Power, then, essentially answers the how question: How do leaders influence their followers? Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. 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. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. Self-determination Theory Self-determination theory suggests that people are motivated to grow and change by three Which of the following is a behavior that would most likely b Practically all managers act as formal leaders as part of their assigned role. 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. The theory made some sense when. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Management believes employees' work is based on their own self-interest. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. In 1960, Douglas McGregor published two theories (Theory X & Theory Y) of employee motivation based on the assumptions that managers make about employees. Previous post: Improving Problem Solving Skills. 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. All rights reserved. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. 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. A crisis could also demand more control and thus, this theory can come in handy. Although Theory Y encompasses creativity and discussion, it does have limitations. Hence, both theories used in moderation are key to good organization. This approach is usually taken by managers working in older companies and firms. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. Are inherently lazy, lack. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. the average person dislikes work and will seek to avoid it when possible. Work in organizations that are managed like this can . 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. Management believes employees' work is based on their own self-interest. 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. Theory X managers believe all actions should be traceable to the individual responsible. It can be difficult for organizations and employees to make life-time employment commitments. According to the Theory of X and Y, there are 2 categories of managers . A variety of processes help us understand how leaders emerge. Theory X works on the belief that employees are lazy and need to be micromanaged. Sherri has taught college business and communication courses. Under these conditions, people will seek responsibility. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. 1999-2023, Rice University. 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. 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. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. employees are motivated mainly by the chance for advancement and recognition. Abraham Maslow and McGregor both gave popular theories on motivation. 9899. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. consent of Rice University. In strong contrast to Theory X, Theory Y managementmakes the following assumptions: Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employees own need for fulfillment as the motivator. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. 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. 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 would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. 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. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. 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. Theory Y managers, on the other hand, are more optimistic. People are self-motivated and embrace responsibility. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. Self-actualization and creativity were given importance in Theory Y. lessons in math, English, science, history, and more. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. d. job satisfaction is primarily related to higher order needs. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. c. employees are motivated mainly by the chance for advancement and recognition. As such, it is these higher-level needs through which employees can best be motivated. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. 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. A manager who believes in Theory Y could have assumptions that: Too much freedom could lead to no accountability and people could lose direction and focus. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. 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. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. Why not assume the best in people? Theory X managers believe employees must be controlled to meet organizational goals. C. employees are motivated mainly by the chance for advancement and recognition. All other trademarks and copyrights are the property of their respective owners. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. Our mission is to improve educational access and learning for everyone. ]; 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. Xavier is a Theory X manager. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. This website helped me pass! D. job satisfaction is primarily related to higher order needs. b.employees are motivated mainly by the chance for advancement and recognition. Individuals attracted to high-involvement organizations, however, want to make their own decisions, expect their leaders to allow them to do so, and are willing to accept and act on this responsibility. Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. 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. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. 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. Douglas McGregor's Theory X and Theory Y.