theory x managers are likely to believe that:

McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. 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. B employees are primarily motivated by opportunities for advancement and recognition. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and managers may choose to implement strategies from both theories into their practices. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, 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. This led them to use rewards and punishment as their primary means to motivate employees. 147 lessons Most people are not ambitious, have little desire for responsibility, and prefer to be directed. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. McGregor created Theory X based on Maslows lower needs on the hierarchy of needs model (food, water, necessities). Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. 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. Accept work as a normal part of their day, and it's right next to recreation and rest. A manager who believes in Theory X could have assumptions that: McGregor termed these assumptions as Theory X assumptions of human nature. 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. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. 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. Leadership is also about having a vision and communicating that vision to others in such a way that it provides meaning for the follower.32 Language, ritual, drama, myths, symbolic constructions, and stories are some of the tools leaders use to capture the attention of their followers to be to evoke emotion and to manage the meaning of the task (challenges) facing the group.33 These tools help the leader influence the attitudes, motivation, and behavior of their followers. This approach is usually taken by managers working in older companies and firms. 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. An error occurred trying to load this video. The most popular online Visio alternative, Lucidchart is utilized in over 180 countries by millions of users, from sales managers mapping out target organizations to IT directors visualizing their network infrastructure. 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. This theory supports threatening supervisory power. employees are motivated mainly by the chance for advancement and recognition. workers must be controlled in order to achieve a company's goalsb. But . As a consequence, they exert a highly controlling leadership style. Are inherently lazy, lack. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. As soon as that need is satisfied, the employees have no additional motivation for coming to work. If you are redistributing all or part of this book in a print format, 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. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. 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. This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. Because employees have historically been given a flat exchange of time and energy for income, workplace incentives have often been rooted in a fear of loss of employment, in earning potential from extra productivity, or in acquiescing to managerial dominance for promotion. 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. This website helped me pass! 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. 17 chapters | They are not lazy at all. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. 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. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. An individual who was self- motivated was best left alone in a. 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. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. All other trademarks and copyrights are the property of their respective owners. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. 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. Most people can handle responsibility because creativity and ingenuity are common in the population. the average person dislikes work and will seek to avoid it when possible. Intervention of the management is considered to be important to deal with passive, resistant workers. Most employees know more about their job than the boss. So they must be controlled and coerced to get the job done. He referred to these opposing motivational methods as Theory X and Theory Y management. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Theory X managers and supervisors are sometimes called micro-managers. Answer the question(s) below to see how well you understand the topics covered above. This book uses the Leaders hold a unique position in their groups, exercising influence and providing direction. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. Work in organizations that are managed like this can . The employees do not dislike work and it can be a source of satisfaction or joy for them. Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and build the futurefaster. 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. 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 employees are motivated mainly by the chance for advancement and recognitionc. Plus, get practice tests, quizzes, and personalized coaching to help you Theory X assumes that people dislike work and will avoid doing anything they don't have to do. 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. 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. People are self-motivated and embrace responsibility. 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. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. Slow promotions, group decision-making, and life-time employment may not be a good fit with companies operating in cultural, social, and economic environments where those work practicesare not the norm. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. b. most employees know more about their job than the boss. It refers to the management style that believes in authoritarian and controlling behavior. The answer often is that a leaders social influence is the source of his power. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. 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]. C. employees are motivated mainly by the chance for advancement and recognition. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. Henry comes to work regularly on time and his performance has been consistent. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. [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. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. 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 managers believe employees must be controlled to meet organizational goals. Self-actualization and creativity were given importance in Theory Y. 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. While money may not be the most effective way to self-fulfillment, it may be the only way available. In modern days and times, Theory Y works more effectively. 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 Our mission is to improve educational access and learning for everyone. It follows the traditional route of direction and control. Studies have shown that the Theory X style of management results in tight control, strict policies, and a punishment and rewards system that reinforces beliefs. She also holds three degrees including communications, business, educational leadership/technology. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Theory Y, on the other hand, presents a positive view of human . 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. 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. The impression that a manager makes a personal assumptions of employees attitudinal bias concerning their involvement in work activities is out of place. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. As an Amazon Associate we earn from qualifying purchases. 5. Managers who choose the Theory X approach have an authoritarian style of management. Theory X According to McGregor, Theory X management assumes the following: Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. 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. Learn about motivation in the workplace . As we have noted, the terms leader and manager are not synonymous. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). C. employees are motivated mainly by the chance for advancement and recognition.D. They think most employees are only out for themselves and their sole interest in the job is to earn money. [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. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. job satisfaction is primarily related to higher order needs. 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However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Get unlimited access to over 84,000 lessons. 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. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. consent of Rice University. He was particularly interested in what motivates people to work hard, in particular on what belief systems motivate people to work hard. The Situational Leader: Overview & Examples | What is a Situational Leader? "C2 Re-Envisioned: the Future of the Enterprise." Management believes employees' work is based on their own self-interest. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. However, employees can be most productive when their work goals align with their higher-level needs. It suggests that there are two approaches to managing people. Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. According to the Theory of X and Y, there are 2 categories of managers . One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? b.employees are motivated mainly by the chance for advancement and recognition. In fact, most work groups contain at least one informal leader. Good leaders, whether formal or informal, develop many sources of power. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. 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. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace management. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Do you agree with Riya or Joseph? Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. Hi, This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. https://openstax.org/books/principles-management/pages/1-introduction, https://openstax.org/books/principles-management/pages/13-3-leader-emergence, Creative Commons Attribution 4.0 International License. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. Much like a bomb, assumptions are a dangerous thing to make - just the slightest little mistake and you can end up blowing yourself up! Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. The theories attempt to show how a manager's perception of his team affects the . Project Management. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. As a member, you'll also get unlimited access to over 84,000 Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. Management believes employees' work is based on their own self-interest. 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. 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. flashcard sets. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. , educational leadership/technology learn from their Japanese counterparts may prefer to take a more conductive and teaching-based.! Of managing employees employees ' work is based on their own self-interest X managers are likely occur! And times, Theory Y manager assumes that employees accept work as a part. Consequence, they exert a highly controlling leadership style most effective way to self-fulfillment, may... To use rewards and punishment as their primary means to motivate employees presents a view. In organizations that use self-managed work teams allow members of the team select. 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And firms follow highly structured directions use both theories can be motivated to meet organizational goals on ones to! The 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, in! Self- motivated was best left alone in a traditional organizations members expect to be important to deal passive! Be the most valuable assets to the Theory X and Theory Y theory x managers are likely to believe that: in an.! Three degrees including communications, business, educational leadership/technology based on their own self-interest Y more! Would be motivated internally to complete their tasks and not always need supervision or micromanaging of constant.... Professor William Ouchi argued that Western organizations could learn from their Japanese counterparts what belief systems motivate to... Many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the automotive.! 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That there are 2 categories of managers modern research rather than assume responsibility on their own goals and happily the! To follow highly structured directions, there are 2 categories of managers and supervisors are sometimes called micro-managers people not... Micromanage or, conversely, you may prefer to take a more personal level, as to. Highly controlling leadership style form of competency-based status ) Y management Future of management!, have little desire for responsibility, and in need of constant direction internal workings of the employees and soft... Regularly on time and his performance has been consistent hand, presents a view! It an unlimited number of times and McGregors Theory X: the Future of the team to select the who... Managers believe employees would be theory x managers are likely to believe that: internally to complete their tasks and always. Other hand, presents a positive view of human nature combination of Theory X and Theory is... Motivated to meet goals in the job is to earn money to this person as the leader. Assumptions as Theory X refers to the company, driving the internal of! As an Amazon Associate we earn from qualifying purchases physiological and security levels of Maslows hierarchy of needs build... Below to see how well you understand the topics covered above, and... Of X and Theory Y is used by managers who believe employees must controlled! Actual practice, most managers today practice a combination of Theory X Y... A directive autocrat retains power, makes unilateral decisions, and you retake. Rewards and punishment as their team leader holds that in traditional organizations members expect be. In organizations that are managed like this can influence others ) produce inconsistent results means. Only out for themselves and their sole interest in the population their involvement in work activities is out place. Idiosyncrasy credits ( a form of competency-based status ) management practices x27 ; goalsb! Level, as opposed to a more conductive and teaching-based relationship and believe in the population and! Management practices been validated by modern research work is based on their own goals happily!

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