Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. b.employees are motivated mainly by the chance for advancement and recognition. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. B. most workers know more about their job than the boss. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. It suggests that there are two approaches to managing people. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. Do you agree with Riya or Joseph? Accept work as a normal part of their day, and it's right next to recreation and rest. Managers give employees some free space and flexibility to work. O most employees know more about their job than the boss. So grab your bomb repellent while we explore these two different types of managers by discussing the assumptions of each. 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. People enjoy taking ownership of their work. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. 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. Interactive, participative style of managing. As we have noted, the terms leader and manager are not synonymous. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. C. employees are motivated mainly by the chance for advancement and recognition. "Mission Command and Agile C2." They are not lazy at all. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' According to McGregor, Theory X managementassumes the following: Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. 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. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. 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. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. 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. Theory X. 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. People are self-motivated and embrace responsibility. Sometimes these powers lead to follower performance and satisfaction, yet they also sometimes fail. 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. And the approach to and requirements of leadership are changing with it. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. Its like a teacher waved a magic wand and did the work for me. In other words, employees have a strong desire for affiliation. B.most employees know more about their job than the boss. I would definitely recommend Study.com to my colleagues. Theory X managers believe all actions should be traceable to the individual responsible. 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. We recommend using a The role of the Theory X manager is to coerce and control employees to work towards organizational goals. Work is changing. Make team leaders aware of the negative consequences of the Theory X management style and the positive consequences of the Theory Y management style. I feel like its a lifeline. Managers let employees use self-direction and self-control to do their jobs instead of coercing or forcing them. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. This is because; Theory X reduces the people to 'clogs in machine' and is more likely to de-motivate people in the long-run. Lack of ambition and laziness is more common than ambition and creativity. Here, managers see employees as responsible and proactive. 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. Practically all managers act as formal leaders as part of their assigned role. Enrolling in a course lets you earn progress by passing quizzes and exams. [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. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. Most employees know more about their job than the boss. 5. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Project Management. McGregor called this Theory X. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Both sides seek to satisfy some personal pleasures and needs. 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. 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. As a result, the only way that employees can attempt to meet higher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. 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. 17 chapters | Vassiliou, Marius, and David S. Alberts (2017). 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. Two reasons: (1) high-quality products and (2) low prices. 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. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. Organizations have two kinds of leaders: formal and informal. People need more than monetary rewards or the threat of punishment to do their jobs. 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. Theory Y managers believe that _____. As a consequence, they exert a highly controlling leadership style. While Theory X managers may be suited for some process-driven organizations, a more practical management style today is that of a Theory Y thinker. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . It is possible that the originator, and subsequent researchers, of these contrasting theories did not place much emphasis on these attributes as being inherent in humans, but workplace reality suggests these two distinct facts are real. They can use self-direction and self-control in this aspect. Theory Y is based on positive assumptions regarding the typical worker. 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 Creative Commons Attribution License [7] Implementing a system that is too soft could result in an entitled, low-output workforce. The managers influenced by Theory X believe that everything must end in blaming someone. 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. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. The hard approach results in hostility, purposely low output, and extreme union demands. 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. What is the role of the leader and follower in the leadership process? He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. 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. Theory Y managers will make different choices about how to arrange team members and workflows, how to talk to people, how to reward and incentivize, etc. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. In modern days and times, Theory Y works more effectively. Although Theory Y encompasses creativity and discussion, it does have limitations. 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. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. 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. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. Theory Z stresses the need to helpworkers become generalists, rather than specialists. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. Participative Leadership Theory & Examples | What is Participative Leadership? 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. Get unlimited access to over 84,000 lessons. Theory Zalso makes assumptions about company culture. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. This ensures work stays efficient, productive, and in-line with company standards.[9]. 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