Several assumptions form the basis for this theory. 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. B employees are primarily motivated by opportunities for advancement and recognition. Theory X management is substantially a matter of crafting positive and negative incentives, such as bonuses or other rewards for meeting targets, or progressive discipline for falling short, which may include remedial training. B. most workers know more about their job than the boss. workers must be controlled in order to achieve a company's goalsb. About 1015 years ago, power and leadership once again shifted, this time to people with finance and legal backgrounds, because the critical contingencies facing many organizations were mergers, acquisitions, hostile takeovers, and creative financing. Managers who choose the Theory X approach have an authoritarian style of management. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Managers may prefer one theory over the other; it depends on individual trait differences. 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. 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. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. Most managers will likely use a mixture of Theory X and Theory Y. 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. Creative Commons Attribution License [4], McGregor also believed that self-actualization was the highest level of reward for employees. Douglas McGregor was a management professor at Massachusetts IT university, Cambridge in the 1950s, and published a few articles and books as well. They also dislike change and tend to resist it at all costs. Hence, both theories used in moderation are key to good organization. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. This approach is usually taken by managers working in older companies and firms. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. Theory X and Theory Y are theories of human work motivation and management. It follows the traditional route of direction and control. 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. Research suggests that rationality is the most effective influence tactic in terms of its impact on follower commitment, motivation, performance, satisfaction, and group effectiveness.30. "Mission Command and Agile C2." D.job satisfaction is primarily related to higher order needs. To McGregor, a steady supply of motivation seemed more likely to occur underTheory Y management. Want to cite, share, or modify this book? In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. The worker here is considered to be mature. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. These managers also believe employees would rather . 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. In the 1960s, social psychologist Douglas McGregor developed Theory X and Theory Y to explain how managers' beliefs about what motivates their employees can influence their management style. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. 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. Both theories are mostly used as a mixture in organizations and workplaces. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. b.employees are motivated mainly by the chance for advancement and recognition. 22nd International Command and Control Research and technology Symposium (ICCRTS). Enlightened managers use Theory Y, which produces better performance and results, and allows people to grow and develop. 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 style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. She also holds three degrees including communications, business, educational leadership/technology. He wrote on leadership as well. Project Management. 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. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. As an Amazon Associate we earn from qualifying purchases. He explained this concept in his book "The Human side of Enterprise". This could additionally lead to a bad reputation. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. 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. Except where otherwise noted, textbooks on this site Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. Theory X works on the belief that employees are lazy and need to be micromanaged. This suggests that a leader may use and employ power in a variety of ways. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. 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 Learn about motivation in the workplace . Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. Leaders who rely on reward power develop followers who are very measured in their responses to [what? Once surgery begins, however, the surgeon is completely in charge. Empirical evidence concerning the validity of Theory X and Theory Y, however, was mixed. 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. Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. 5. 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. , McGregor also believed that self-actualization was the highest level of reward for employees find... 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