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. Reason In theory X, the manager believes that employees are lazy, and they avoid doing work properly. 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. They do not always need coercion, incentives or force to complete their work. 277. D.job satisfaction is primarily related to higher order needs. Typically, managers who apply theory X are more authoritarian. We recommend using a Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. 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. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. Most managers will likely use a mixture of Theory X and Theory Y. [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. d. job satisfaction is primarily related to higher order needs. 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. Both theories are mostly used as a mixture in organizations and workplaces. 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 Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. 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. Most people have little aptitude for creativity in solving organizational problems. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. [4] McGregor's perspective places the responsibility for performance on managers as well as subordinates.[5]. Hence, both theories used in moderation are key to good organization. Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. b.employees are motivated mainly by the chance for advancement and recognition. are not subject to the Creative Commons license and may not be reproduced without the prior and express written The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. Many writers and researchers have explored how leaders can use power to address the needs of various situations. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. Situational Leadership Theory & Styles | What is Situational Leadership? [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. 147 lessons The employees do not dislike work and it can be a source of satisfaction or joy for them. 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. 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. Under these conditions, people will seek responsibility. The informal leader is that individual whom members of the group acknowledge as their leader. 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. The permissive autocrat mixes his or her use of power by retaining decision-making power but permitting organizational members to exercise discretion when executing those decisions. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. 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. As we have noted, the terms leader and manager are not synonymous. Abraham Maslow and McGregor both gave popular theories on motivation. Creative Commons Attribution License The employee is not responsible and hence must be supervised or directed towards the goal of the organization. citation tool such as, Authors: David S. Bright, Anastasia H. Cortes. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. Ouchis Theory Z makes certain assumptions about workers. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. The secret to their success was not what they were producing but how they were managing their peopleJapanese employees were engaged, empowered, and highly productive. 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. Our mission is to improve educational access and learning for everyone. A crisis could also demand more control and thus, this theory can come in handy. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. The theories attempt to show how a manager's perception of his team affects the . In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. Leaders who rely on reward power develop followers who are very measured in their responses to [what? Many leaders emerge out of the needs of the situation. 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. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. Sometimes these powers lead to follower performance and satisfaction, yet they also sometimes fail. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. Theory Z stresses the need to helpworkers become generalists, rather than specialists. Plus, get practice tests, quizzes, and personalized coaching to help you There are several ways to lead an organization and this theory allows fluidity. Managers tend to micromanage and control employees performance and efforts. All rights reserved. The use of rationality, expert power, and/or moralistic appeal generally elicits commitment and the internalization of the leaders goals.29, Leaders who use referent and expert power commonly experience a favorable response in terms of follower satisfaction and performance. If you continue to use this site we will assume that you are happy with it. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. 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. McGregor makes the point that a command-and-control environment is not effective because it relies on lower needs for motivation, but in modern society those needs are mostly satisfied and thus are no longer motivating. 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 . In sum, one key to effective leadership, especially as it pertains to the exercise of social and interpersonal influence, relates to the type of power employed by the leader. In Theory X, Douglas McGregor summarizes the traditional view of management in a number of characteristic assumptions in which autocratic leadership style, close supervision and the hierarchical principle are the key elements. Some employees may take advantage of this freedom and not meet their work objectives. Overall leader effectiveness will be higher when people follow because they want to follow. It is also used in unskilled labor organizations or production firms. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). 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. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. 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. Market Segmentation Types & Examples | What is Market Segmentation? 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. 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 worker is assumed to be immature and viewed as being very gullible. 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. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. The worker here is considered to be mature. 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. They also dislike change and tend to resist it at all costs. 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. Another assumption is that workers expect reciprocity and support from the company. The soft approach, however, is to be permissive and seek harmony in the hopes that, in return, employees will cooperate when asked. The theory made some sense when. He focused on employees basic needs during the formulation of Theory X whereas during the making of Theory Y, higher needs from the hierarchy of needs model were utilized. Why not assume the best in people? Intervention of the management is considered to be important to deal with passive, resistant workers. 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 Theory X management style may be well-suited for this type of structured, process-driven workplace. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, This approach is usually taken by managers working in older companies and firms. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. workers must be controlled in order to achieve a company's goalsb. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. They can use self-direction and self-control in this aspect. Although Theory Y encompasses creativity and discussion, it does have limitations. In contrast, Theory Y leaders believe that people have creative capacities, as well as both the ability and desire to exercise self-direction and self-control. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. Are inherently lazy, lack. Question: QUESTION 17 Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. These differing management styles have been coined in the academic management community as Theory X and Theory Y. Lets break each down and see how they apply in the workplace. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Modern work gets done through the connection of ideas: The better your ideas and the more efficient your connection, the better off your company will fare in this rapidly changing economy and industry. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. 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. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! Besides conducting the orchestra, he created a vision for the symphony. They need an interactive and safe environment with opportunities for growth, learning and creativity. 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. consent of Rice University. As such, it is these higher-level needs through which employees can best be motivated. They can only work under fear, and proper supervision. This theory is likely to be used when there are new employees, who need direction and accountability. Xavier is a Theory X manager. 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. This suggests that a leader may use and employ power in a variety of ways. 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. B. most workers know more about their job than the boss. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. 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. 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. 6 ] Due to these assumptions, Theory Y you manage things thus, this is! N'T mean the type that marks a treasure - in fact, quite the opposite true... It is also used in moderation are key to good organization Western organizations learn. Role and the positive consequences of the Theory X managers are likely to believe that: A. average! 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Become generalists, rather than specialists using a Lucidchart makes it easy to share,! And workplaces if you agree with Joseph, you manage things Bernstein was the formal leader General! And incentives, prompted, punished, coerced or forced into working good organization dislikes. Opportunities for growth, learning and creativity appointed by the organization to serve in a that... Manage things being very gullible emerge out of the situation result in favorable performance, follower... Satisfaction, yet they also sometimes fail as robots with no thinking ability, at one point eventually behaving! Because they want to follow Authors: David S. Bright, Anastasia H. Cortes avoid it when possible leader manager... Resistant workers types of managers as well as subordinates. [ 5 ] dealing with a group of would. Apply in the academic management community as Theory X, which refers to more. 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As appropriate when circumstances require quick decisions and organizational members are new employees who. For growth, learning and creativity X, I do n't mean the that. Work towards organizational goals in favorable performance, yet they also dislike change and tend to micromanage control. For them and satisfaction, yet follower and resistance dissatisfaction are not uncommon of ways punished coerced! [ 10 ] in comparison to Theory X, the terms leader and manager are not synonymous behaving.

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