As soon as that need is satisfied, the employees have no additional motivation for coming to work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. copyright 2003-2023 Study.com. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). 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. Here, managers see employees as lazy and not proactive towards their work. C. employees are motivated mainly by the chance for advancement and recognition.D. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. are not subject to the Creative Commons license and may not be reproduced without the prior and express written C. employees are motivated mainly by the chance for advancement and recognition. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. Very few practice either being autocratic or democratic completely. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. These theories have become the reference point for various approaches to the issues of human resource administration and organisation. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. 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. CRC Press; New York; pp. The capacity for creativity spreads throughout organizations. He defines himself as his companys philosopher. went on to propose his own model of workplace motivation, Theory Z. Many writers and researchers have explored how leaders can use power to address the needs of various situations. 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 Most people have little aptitude for creativity in solving organizational problems. Overall leader effectiveness will be higher when people follow because they want to follow. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. Managerial Functions in the International Organization. They need an interactive and safe environment with opportunities for growth, learning and creativity. Finally, the permissive democrat shares power with group members, soliciting involvement in both decision-making and execution. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. 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. workers must be controlled in order to achieve a company's goalsb. Theory Y is based on positive assumptions regarding the typical worker. He wrote on leadership as well. Market Segmentation Types & Examples | What is Market Segmentation? How do leaders influence and move their followers to action? Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). A lot of young entrepreneurs do not keep hierarchical within their company and believe in the willingness and interest of their employees. 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. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. Practically all managers act as formal leaders as part of their assigned role. 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. Intervention of the management is considered to be important to deal with passive, resistant workers. Since the employee is not responsible to work willingly, he or she must be motivated with the rewards and incentives, prompted, punished, coerced or forced into working. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. Theory X works on the belief that employees are lazy and need to be micromanaged. A manager dealing with a group of experts would likely use this theory and give them freedom and space to work. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. Work can be as natural as play if the conditions are favorable. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . 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. The Theory Y manager assumes that employees accept work as a normal part of their day right next to recreation and rest. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. 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. In modern days and times, Theory Y works more effectively. This is a positive view of the nature of workers. c. employees are motivated mainly by the chance for advancement and recognition. Most people can handle responsibility because creativity and ingenuity are common in the population. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Once those needs have been satisfied, the motivation disappears. job satisfaction is primarily related to higher-order needs. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. "C2 Re-Envisioned: the Future of the Enterprise." Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. Where a Theory X manager might threaten loss of employment in order to get employees to work on a Saturday, a Theory Y manager might appoint a temporary leadership title to anyone who chooses to show up to work on a Saturday. According to the Theory of X and Y, there are 2 categories of managers . Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Under these conditions, people will seek responsibility. Vassiliou, Marius, and David S. Alberts (2017). They are not lazy at all. Theory X can benefit a work place that utilizes an assembly line or manual labor. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. Want to cite, share, or modify this book? Yoko is a Theory Y manager, and when I say Y here, think 'why not.' I highly recommend you use this site! Management believes employees' work is based on their own self-interest. Henry comes to work regularly on time and his performance has been consistent. It is believed that managers who adopted theory X produce poor results while managers who take theory Y are likely to deliver better . You lead people.23 Informal leaders often have considerable leverage over their colleagues. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. What is the role of the leader and follower in the leadership process? 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. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. Managers give employees some free space and flexibility to work. Managers who choose the Theory X approach have an authoritarian style of management. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. 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 X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. As an Amazon Associate we earn from qualifying purchases. This suggests that a leader may use and employ power in a variety of ways. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. Participative Leadership Theory & Examples | What is Participative Leadership? The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. "Mission Command and Agile C2." Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. 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. Our mission is to improve educational access and learning for everyone. 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 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. employees are motivated mainly by the chance for advancement and recognition. Self-actualization and creativity were given importance in Theory Y. Leaders who rely on reward power develop followers who are very measured in their responses to [what? This method has recently been outdated due to modern and more effective ways of working. 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. Two reasons: (1) high-quality products and (2) low prices. 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. McGregor called this Theory X. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). Organizations have two kinds of leaders: formal and informal. The theories attempt to show how a manager's perception of his team affects the . 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