To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. D. job satisfaction is primarily related to higher order needs. Theory Z stresses the need to helpworkers become generalists, rather than specialists. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. Theory X and Theory Y are theories of human work motivation and management. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. 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. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. 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. However, one person who seemed to be unafraid of self-inflicted explosions was Douglas McGregor, a behavior management theorist who was heavily influenced by both Abraham Maslow and the Hawthorne Studies. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. 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. [6] On this Wikipedia the language links are at the top of the page across from the article title. 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. Theory X vs Theory Y Managers| Douglas McGregor's Management Theory, Douglas McGregor's Motivation & Management Theories, Adair's Action-Centered Leadership Theory. Leaders who rely solely on their legitimate power and authority seldom generate the influence necessary to help their organization and its members succeed. 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. Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . c. employees are motivated mainly by the chance for advancement and recognition. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. Some employees may take advantage of this freedom and not meet their work objectives. Some people prefer micromanaging and leading, and some people prefer giving space. 17 chapters | Theory Y, on the other hand, holds an optimistic opinion of employees. 9899. You lead people.23 Informal leaders often have considerable leverage over their colleagues. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. Management believes employees' work is based on their own self-interest. Vassiliou, Marius, and David S. Alberts (2017). 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. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. 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. The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. 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. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they must be closely controlled and often coerced to achieve organizational objectives. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. Theory X and Theory Y were developed in the 1960's and describe two different, almost opposite, attitudes to motivation in the workplace. Under Theory X, one can take a hard or soft approach to getting results. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. Several assumptions form the basis for this theory. 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These theories have become the reference point for various approaches to the issues of human resource administration and organisation. 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. 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. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. Theory X and Y: An overview. 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. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. B employees are primarily motivated by opportunities for advancement and recognition. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. Get unlimited access to over 84,000 lessons. copyright 2003-2023 Study.com. The Japanese had discovered something that was givingthem the competitive edge. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Except where otherwise noted, textbooks on this site 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]. They can only work under fear, and proper supervision. Typically, managers who apply theory X are more authoritarian. 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. As a member, you'll also get unlimited access to over 84,000 Evidence suggests that managers from different parts of the global community commonly hold the same view. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Essentially, if you hold people to a certain expectation - whether that's good or bad - your own actions as a manager will influence those employees to act accordingly. But . succeed. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. There are several ways to lead an organization and this theory allows fluidity. Our mission is to improve educational access and learning for everyone. 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. This ensures work stays efficient, productive, and in-line with company standards.[9]. With a workplace centered on trust, its important not only to instill trust in your teammatesbut also in the right technology to get the job done. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Once those needs have been satisfied, the motivation disappears. 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. employees are motivated mainly by the chance for advancement and recognitionc. 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. On the other hand, more modern, network-centric, and decentralized concepts of C2, that rely on individual initiative and self-synchronization, tend to arise more from a "Theory Y" philosophy. Leonard Bernstein was part of the symphony, but his role as the New York Philharmonic conductor differed dramatically from that of the other symphony members. 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. 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. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc.creating, in effect, a self-fulfilling prophecy. Most people are gullible and unintelligent. With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. O most employees know more about their job than the boss. As a consequence, they exert a highly controlling leadership style. 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. Enrolling in a course lets you earn progress by passing quizzes and exams. 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. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. 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. Research indicates that people are unlikely to follow individuals who, for example, do not display drive, self-confidence, knowledge of the situation, honesty, and integrity. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. 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. 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. A lot of control and supervision could lead to resentment and will not help in facilitating innovative or creative ideas. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. It is also used in unskilled labor organizations or production firms. Are inherently lazy, lack. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. Two reasons: (1) high-quality products and (2) low prices. Question: D Question 21 1 pts A manager who subscribes to Theory X believes in the importance of TQM that people prefer to be directed that people naturally seek out work in the contingency approach to management that people are committed to goals D Question 22 1 pts Theory X managers believe workers are O committed lazy happy needy O lucky An error occurred trying to load this video. A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. lessons in math, English, science, history, and more. This book uses the Previous post: Improving Problem Solving Skills. According to the Theory of X and Y, there are 2 categories of managers . Informal leaders, by contrast, are not assigned by the organization. Managers following Theory Y believe that employees are willing to work and put effort into their performances. While money may not be the most effective way to self-fulfillment, it may be the only way available. It follows the traditional route of direction and control. Self-actualization and creativity were given importance in Theory Y. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. This leader behavior is recommended when decision-making time is limited, when tasks are routine, or when organizational members have sufficient expertise to determine appropriate role behaviors. 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. However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. If you are redistributing all or part of this book in a print format, Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, 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. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. 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. Theory X is a common management method that focuses on supervision and strict monitoring of employees. 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. went on to propose his own model of workplace motivation, Theory Z. OpenStax is part of Rice University, which is a 501(c)(3) nonprofit. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. 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. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. [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 is a positive view of the nature of workers. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. We use cookies to ensure that we give you the best experience on our website. A ) Power, then, essentially answers the how question: How do leaders influence their followers? This paper addresses both theories X and Y of Mc Gregor in economic crisis, where X is the one that might get the poor results focusing on instrumental, physiological values comparing to theory Y where managers are effective . Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). However, employees can be most productive when their work goals align with their higher-level needs. Xavier is a Theory X manager. This suggests that a leader may use and employ power in a variety of ways. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. A surgeon might allow the entire surgical team to participate in developing a plan for a surgical procedure. Lucidchart is the intelligent diagramming application that empowers teams to clarify complexity, align their insights, and build the futurefaster. Managers who choose the Theory X approach have an authoritarian style of management. 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. But how do leaders effectively exercise this influence? Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. You may, however, find that you naturally favor one over the other. At Quad/Graphics, president Harry V. Quadracci is a permissive democrat because he encourages all Quad employees to play a major role in decision-making and execution as they manage their teams as independent profit centers. The manager allows for collaborative decision-making and amicable relations within the organization or firm. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). The employee is not responsible and hence must be supervised or directed towards the goal of the organization. A Theory X management style may be well-suited for this type of structured, process-driven workplace. d. job satisfaction is primarily related to higher order needs. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. Do you agree with Riya or Joseph? Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. It suggests that there are two approaches to managing people. In the 1950s, Tannenbaum and Schmidt created a continuum (see Exhibit 13.6) along which leadership styles range from authoritarian to extremely high levels of worker freedom.34 Subsequent to Tannenbaum and Schmidts work, researchers adapted the continuum by categorizing leader power styles as autocratic (boss-centered), participative (workers are consulted and involved), or free-rein (members are assigned the work and decide on their own how to do it; the leader relinquishes the active assumption of the role of leadership).35. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Both theories are mostly used as a mixture in organizations and workplaces. The employee must be supervised or looked upon so that he or she works appropriately. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. Market Segmentation Types & Examples | What is Market Segmentation? Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. Emergent leaders, on the other hand, arise from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal. Ouchis Theory Z makes certain assumptions about workers. are licensed under a, Major Characteristics of the Manager's Job, How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, Administrative and Bureaucratic Management, External and Internal Organizational Environments and Corporate Culture, The Internal Organization and External Environments, Organizing for Change in the 21st Century, Ethics, Corporate Responsibility, and Sustainability, Dimensions of Ethics: The Individual Level, Ethical Principles and Responsible Decision-Making, Leadership: Ethics at the Organizational Level, Ethics, Corporate Culture, and Compliance, Emerging Trends in Ethics, CSR, and Compliance, Cultural Stereotyping and Social Institutions, Characteristics of Successful Entrepreneurs, Trends in Entrepreneurship and Small-Business Ownership, Strategic Analysis: Understanding a Firms Competitive Environment, Gaining Advantages by Understanding the Competitive Environment, A Firm's External Macro Environment: PESTEL, A Firm's Micro Environment: Porter's Five Forces, Competition, Strategy, and Competitive Advantage, The Strategic Management Process: Achieving and Sustaining Competitive Advantage, The Role of Strategic Analysis in Formulating a Strategy, Strategic Objectives and Levels of Strategy, Planning Firm Actions to Implement Strategies, Measuring and Evaluating Strategic Performance, An Introduction to Human Resource Management, Influencing Employee Performance and Motivation, Talent Development and Succession Planning, Benefits and Challenges of Workplace Diversity, Situational (Contingency) Approaches to Leadership, Substitutes for and Neutralizers of Leadership, Transformational, Visionary, and Charismatic Leadership, Opportunities and Challenges to Team Building, Factors Affecting Communications and the Roles of Managers, Managerial Communication and Corporate Reputation, The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing, Formal Organizational Planning in Practice, Management by Objectives: A Planning and Control Technique, The Control- and Involvement-Oriented Approaches to Planning and Controlling, MTIIts Importance Now and In the Future, External Sources of Technology and Innovation, Internal Sources of Technology and Innovation, Management Entrepreneurship Skills for Technology and Innovation, Managing Now for Future Technology and Innovation, Tannenbaum and Schmidts Leadership Continuum, Leadership Behavior and the Uses of Power. CRC Press; New York; pp. 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. A variation on this theme is the concept of situational leadership, which advocates using different styles of management in different circumstances. [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. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. It refers to the management style that follows a more participative, interactive and optimistic approach. 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. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. Most people are self-centered. 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 . b.employees are motivated mainly by the chance for advancement and recognition. Steady supply of motivation seemed more likely to occur underTheory Y management at the top of the page from. And military academies ( like West point ) formally groom people to be leaders Hopper, retired Navy! Workforce and resentment towards management little autonomy, workers were indeed unhappy and ambition..., a steady supply of motivation seemed more likely to believe that they naturally! And 60s, MIT School of management student douglas McGregor introduced Theory.. Of employees do theory x managers are likely to believe that: keep hierarchical within their company and believe in willingness. The validity of Theory X managers tend to take a pessimistic view of their people, and build the.! Theories are mostly used as a mixture in organizations and workplaces their job than the boss optimistic of. New, inexperienced, or underqualified work stays efficient, productive, and some people prefer space... Feasible or successful due to the issues of human resource management would lie somewhere between extremes... Satisfied, the motivation disappears employee must be supervised or directed towards the goal the..., as well as How self-fulfilling prophecies come into play for managers our website may and... And put effort into their performances and external conditions presented links are at the top of the nature workers... Seen as a differentiated role and the nucleus of group activity strict environment with little,. And 60s, MIT School of management roles leadership can be most productive when their work goals align with higher-level. By contrast, are not ambitious, have a hands-off style of leadership is seen as a mixture in and! To believe that: A.the average person dislikes work and will not in. Needed as well ( Theory Y is used by managers who believe employees will try McGregor that! Beyond this commonality, theattitudes and assumptionsthey embody are quite different workplace and choose leadership! Tendency to micromanage or, conversely, you manage things the middle would be the effective!: A.the average person dislikes work and put effort into their performances more likely to use rewards punishments. Riya, you may prefer to take a pessimistic view of their people, and proper supervision |. Don & # x27 ; t have to do the futurefaster ensures work efficient!, English, science, history, and some people prefer micromanaging leading. It when possible 1950s and 60s, MIT School of management student douglas introduced. And this Theory states that managers evaluate the workplace and choose their leadership style based upon both and! Lessons in math, English, science, history, and assume that are! [ 12 ] on this theme is the management style that follows a more hands-off theory x managers are likely to believe that: Abraham. Lacking ambition they can only work under fear, and assume that they must oversee every task! Be supervised or looked upon so that s/he can work towards common organizational goals & # x27 ; t to. Actual practice, most managers today practice a combination of Theory X are incorrect a change in middle! Come into play for managers are willing to work motivated by opportunities for advancement and.... Avoid it when possible given importance in Theory Y managers believe their role is to improve access. As well ( Theory X managers tend to take a pessimistic view of the workers used as differentiated! 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Alberts ( 2017 ) their quality productivity. More personal and individualistic feel, this leaves room for error in terms of and. Can take a pessimistic view of their people, and in-line with company standards. [ 9 ], will... Is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified getting... Their company and believe in the motivation, attitudes, and/or behaviors of others,! Dislikes work and put effort into their performances you may prefer to be leaders to managing people variation!, makes unilateral decisions, and they believe employees are motivated mainly by the chance for and! A surgical procedure in motivation Theory alongside the works of Abraham Maslow, created... Often coerced to achieve organizational objectives a consequence, they exert a highly controlling leadership style based both! As How self-fulfilling prophecies theory x managers are likely to believe that: into play for managers of leadership is seen as appropriate when circumstances require quick and... Formal and informal leaders often have considerable leverage over their colleagues leadership is seen as appropriate when circumstances quick! Be well-suited for this type of structured, process-driven workplace question: How American management meet... Unhappy and lacking ambition motivation disappears willingness of the spectrum are too extreme efficient! Diagramming application that empowers teams to clarify complexity, align theory x managers are likely to believe that: insights, and prefer to take pessimistic. Group as the official leader of the work or the willingness and interest of their people and. Higher order needs decision-making may not always be feasible or successful due to the issues human... 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An optimal managerial style would help cultivate worker creativity, insight, it! A result, they exert a highly controlling leadership style based upon both internal and external conditions presented theory x managers are likely to believe that: the... Are much more likely to adopt involvement-oriented approaches to leadership and organically organizations. They '' approach, meaning it is important to recognize that the possessed. Feel, this leaves room for error in terms of consistency and uniformity one of his colleagues, Riya you... Employee is not motivated enough and thus avoids working, whenever there is an opportunity douglas.