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. Todays digital workplace, however, is a place of collaboration. Hi, The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. 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. [4], McGregor also believed that self-actualization was the highest level of reward for employees. Project Management. 1999-2023, Rice University. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship. 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. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. He believed that workers who were continuously being treated as robots with no thinking ability, at one point eventually start behaving like robots. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. 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. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. 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. 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 Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. In order to achieve the most efficient production, a combination of both theories may be appropriate. 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. 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. 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. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). [7] McGregor believes both ends of the spectrum are too extreme for efficient real-world application. Managers tend to micromanage and control employees performance and efforts. If you continue to use this site we will assume that you are happy with it. A doctor in charge of a hastily constructed shelter for victims of a tornado may use this style to command nonmedical volunteers. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. These managers also believe employees would rather . Management believes employees' work is based on their own self-interest. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. Theory X and Theory Y are two contrasting models of how your work force can be motivated. This theory is likely to be used when there are new employees, who need direction and accountability. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. d. job satisfaction is primarily related to higher-order needs. It includes a trusting, collaborative and positive relationship between the manager and employees. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. What is the role of the leader and follower in the leadership process? Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. 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. Theory X He wrote on leadership as well. 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. Theory X and Y: An overview. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. Unlike Theories X and Y, Theory Z recognizes a transcendent dimension to work and worker motivation. flashcard sets. The Japanese had discovered something that was givingthem the competitive edge. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, 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. Xavier is a Theory X manager. They lack ambition and physiological and safety factors motivate them. Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. Theory X. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. However, employees can be most productive when their work goals align with their higher-level needs. Many leaders emerge out of the needs of the situation. 277. Our mission is to improve educational access and learning for everyone. Theory X works on the belief that employees are lazy and need to be micromanaged. b.employees are motivated mainly by the chance for advancement and recognition. 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. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. 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. 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. Sometimes these powers lead to follower performance and satisfaction, yet they also sometimes fail. McGregor stressed that Theory Y management does not imply a soft approach. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. Here, managers see employees as lazy and not proactive towards their work. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. According to Theory Z, people want tomaintain a work-life balance, and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' With this intuitive, cloud-based solution, everyone can work visually and collaborate in real time while building flowcharts, mockups, UML diagrams, and more. 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. Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. He explained this concept in his book "The Human side of Enterprise". Once surgery begins, however, the surgeon is completely in charge. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. Here, managers see employees as responsible and proactive. This led them to use rewards and punishment as their primary means to motivate employees. Leaders who rely on reward power develop followers who are very measured in their responses to [what? 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. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. Practically all managers act as formal leaders as part of their assigned role. 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. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. 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. Theory Y is based on positive assumptions regarding the typical worker. 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. 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. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs. 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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. Theory X managers believe employees must be controlled to meet organizational goals. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. Managers who assume employees are apathetic or dislike their work use theory X, which is authoritarian. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. 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. job satisfaction is primarily related to higher-order needs. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. Many writers and researchers have explored how leaders can use power to address the needs of various situations. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. Work in organizations that are managed like this can . Jeff Bezos, founder and CEO of Amazon, used to bring an empty chair to meetings to signal and remind participants of the most important people that did not have a seat at the table: the customers. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. Creative Commons Attribution License Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. Managers who choose the Theory X approach have an authoritarian style of management. As a consequence, they exert a highly controlling leadership style. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. It refers to the management style that believes in authoritarian and controlling behavior. Most people avoid responsibility and need constant direction. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. Work can be as natural as play if the conditions are favorable. Theory Y is also known as contingency theory because it allows for flexibility in the work environment. Good leaders, whether formal or informal, develop many sources of power. The company usesmonetary rewards and benefits to satisfy employees lower-level needs. An individual who was self- motivated was best left alone in a. However, McGregor asserts that neither approach is appropriate, since the basic assumptionsof Theory X are incorrect. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. 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. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? Are inherently lazy, lack. 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. Abraham Maslow and McGregor both gave popular theories on motivation. The Situational Leader: Overview & Examples | What is a Situational Leader? 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. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. c. employees are motivated mainly by the chance for advancement and recognition. Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. It suggests that there are two approaches to managing people. A study of 3,600 managers from 14 countries reveals that most of them held assumptions about human nature that could best be classified as Theory X.37 Even though managers might publicly endorse the merits of participatory management, most of them doubted their workers capacities to exercise self-direction and self-control and to contribute creatively.38, Contemplating the central role of problem-solving in management and leadership, Jan P. Muczyk and Bernard C. Reimann of Cleveland State University offer an interesting perspective on four different leadership styles (see Exhibit 13.7) that revolve around decision-making and implementation processes.39. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo In other words, employees have a strong desire for affiliation. As soon as that need is satisfied, the employees have no additional motivation for coming to work. Under Theory X, one can take a hard or soft approach to getting results. This could lead to more turnover and absenteeism. The employees could find their work fulfilling as well as challenging. Learn about motivation in the workplace . This short quiz does not count toward your grade in the class, and you can retake it an unlimited number of times. X managers is an impediment to employee morale and productivity X managers believe it is his/her job to structure the work and energize, even coerce (threaten with punishment) the. 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. Both sides seek to satisfy some personal pleasures and needs. Enrolling in a course lets you earn progress by passing quizzes and exams. However, neither of these extremes is optimal. Because of this, a Theory X approach may be necessary although I believe it's best to give people the benefit of the doubt and go with a more empowering approach to begin with. 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. consent of Rice University. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. 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. Management professor William Ouchi argued that Western organizations could learn from their Japanese counterparts. B.most employees know more about their job than the boss. 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. In short, he studied heavily how our beliefs shape our behavior and thus how that behavior shapes the behavior of those around us. However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. "C2 Re-Envisioned: the Future of the Enterprise." As a Theory Y manager, Yoko believes her employees: Yoko assumes that her employees are full of potential and that it is her role as a manager to help develop that potential so that the employee can work towards a common organizational goal. The hard approach results in hostility, purposely low output, and extreme union demands. 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. As such, it is these higher-level needs through which employees can best be motivated. Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. Leaders hold a unique position in their groups, exercising influence and providing direction. 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. 5. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. McGregor's Theory X and Theory Y is about judging the needs and character of your people. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. 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Leader of the spectrum are too extreme for efficient real-world application hi, the employees are internally motivated, their!