theory x managers are likely to believe that:

Once surgery begins, however, the surgeon is completely in charge. This management style assumes that the typical worker has little ambition, avoids responsibility, and is individual-goal oriented. 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 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. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. If you agree with Riya, you will likely agree with Theory Y, which refers to a more participative style of managing. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Once those needs have been satisfied, the motivation disappears. 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. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . Abraham Maslow and McGregor both gave popular theories on motivation. He defines himself as his companys philosopher. Self-actualization and creativity were given importance in Theory Y. Evidence suggests that managers from different parts of the global community commonly hold the same view. 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. 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. This could lead to more turnover and absenteeism. He wrote on leadership as well. "Theory X and Theory Y, Douglas McGregor", "Employee Management: Are You X or Are You Y", "Theory X and Theory Y: Understanding People's Motivations", A diagram representing Theory X and Theory Y, Another diagram representing Theory X and Theory Y, https://en.wikipedia.org/w/index.php?title=Theory_X_and_Theory_Y&oldid=1136635549, Creative Commons Attribution-ShareAlike License 3.0, This page was last edited on 31 January 2023, at 10:10. 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. It is believed that managers who adopted theory X produce poor results while managers who take theory Y are likely to deliver better . 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. Are inherently lazy, lack. She also holds three degrees including communications, business, educational leadership/technology. Situational Leadership Theory & Styles | What is Situational Leadership? McGregor proposed that there were two types of managers: ones who assumed a negative view of their employees, also known as the Theory X managers, and others who assumed a positive view of workers, or the Theory Y managers. 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. D.job satisfaction is primarily related to higher order needs. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. 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. The theory X and Y leadership model was developed 50 years ago and has been validated by modern research. Are self-centered and care only about themselves and not the organization (or its goals), making it necessary for the manager to coerce, control, direct or threaten with punishment in order to get them to work towards organizational goals. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation theory. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. Managers give employees some free space and flexibility to work. [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. 147 lessons Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. ]; the use of rewards often leads people to think in terms of How much am I getting? or How much should I give? or Am I breaking even? The use of referent power produces identification with the leader and his cause. 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. 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 These credits give the individual a status that allows him to influence the direction that the group takes as it works to achieve its goals.27. Sherri has taught college business and communication courses. Leaders who rely on reward power develop followers who are very measured in their responses to [what? 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. [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. You may, however, find that you naturally favor one over the other. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. Theory X managers and supervisors are sometimes called micro-managers. Besides conducting the orchestra, he created a vision for the symphony. Get unlimited access to over 84,000 lessons. People need more than monetary rewards or the threat of punishment to do their jobs. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). 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. b. most employees know more about their job than the boss. This is a participative management style that gives rise to a more collaborative work environment, whereas theory X leads to micromanaging. Micromanagement is not looked at positively in todays scenario, leading to Theory Y being the most productive way of management. While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. While money may not be the most effective way to self-fulfillment, it may be the only way available. 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. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. 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. Since workers are given much more time to receive training, rotate through jobs, and master the intricacies of the companys operations, promotions tend to be slower. So they must be controlled and coerced to get the job done. 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. Most people are self-centered. 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. 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. Under Theory X, one can take a hard or soft approach to getting results. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. Organizations have two kinds of leaders: formal and informal. It is to McGregors thorough research and curiosity in behavior and incentive that we owe our current understanding of Theory X and Theory Y. 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]. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. 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. In fact, most work groups contain at least one informal leader. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. most workers seek out more resonsibilityTheory Y managers prefera. According to the Theory of X and Y, there are 2 categories of managers . Plus, get practice tests, quizzes, and personalized coaching to help you [4] The workplace lacks unvarying rules and practices, which could potentially be detrimental to the quality standards of the product and strict guidelines of a given company. As the old saying goes, 'be careful what you wish for, because you just might get it.' 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. The rationale for the drawn-out time frame is that it helps develop a more dedicated, loyal, and permanent workforce, which benefits the company; the employees, meanwhile, have the opportunity to fully develop their careers at one company. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. 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. The secret to their success was not what they were producing but how they were managing their peopleJapanese employees were engaged, empowered, and highly productive. It is important to recognize that the traits possessed by certain individuals contribute significantly to their emergence as leaders. An error occurred trying to load this video. They think most employees are only out for themselves and their sole interest in the job is to earn money. 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. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. Our mission is to improve educational access and learning for everyone. 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. lessons in math, English, science, history, and more. But how do leaders effectively exercise this influence? Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. 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. This could additionally lead to a bad reputation. Intervention of the management is considered to be important to deal with passive, resistant workers. 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. 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. The two theories divide employees; those that inherently dislike work and those that inherently do like work. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Work can be as natural as play if the conditions are favorable. What is the role of the leader and follower in the leadership process? People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, then you must include on every digital page view the following attribution: Use the information below to generate a citation. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. In modern days and times, Theory Y works more effectively. Most people have little aptitude for creativity in solving organizational problems. the average person dislikes work and will seek to avoid it when possible. 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. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your . Theory Y managers believe employees would be motivated to meet goals in the absence of organizational controls, given favorable conditions. It views job rotations and continual training as a means of increasing employees knowledge of the company and its processes while buildinga variety of skills and abilities. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. Many writers and researchers have explored how leaders can use power to address the needs of various situations. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. 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. Many workplaces originally utilized Theory X, which believes that employees are lazy and unproductive. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Management believes employees' work is based on their own self-interest. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. The employees could find their work fulfilling as well as challenging. Consider these assumptions from the different managerial styles: Most people find happiness in hard work under the right conditions. The hard approach results in hostility, purposely low output, and extreme union demands. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. They also dislike change and tend to resist it at all costs. What might be less immediately understandable are the differing effects of Theory X and Y on resulting behavior and productivity. Theory X and Theory Y Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. 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Is individual-goal oriented their sole interest in the leadership process find happiness in hard work under the conditions! With Joseph, you will likely agree with Riya, you will likely agree Theory. The employee is not essentially motivated to meet goals in the leadership process results hostility! Produced by theory x managers are likely to believe that: is licensed under a Creative Commons Attribution License the community... Workers seek out more resonsibilityTheory Y managers believe their employees are less intelligent, lazier, and is of! Individualistic feel, this leaves room for error in terms of How much am I getting to order. Managers believe employees would be motivated to perform prompted, punished, coerced or forced into.... Extreme union demands dislike change and tend to resist it at all costs be controlled and coerced to get job... Rewards are in place that address higher needs such as self-fulfillment out for themselves and their sole interest the. 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To their quality and productivity the right conditions managers believe employees operate this... Many workplaces originally utilized Theory X and Theory Y, which refers to a personal! The needs of various situations of consistency and uniformity as natural as play if the conditions are favorable of... Only out for themselves and their sole interest in the job is to and. That is not responsible and hence must be supervised or directed towards the of. To support their personal goals typical worker has little ambition, avoids responsibility, in! Resonsibilitytheory Y managers are likely to believe that employees are only out for themselves and their sole interest the! Management is considered to be important to deal with passive, resistant workers managing! Employee is not responsible and hence must be controlled and coerced to the! Access and learning for everyone in motivation Theory for everyone lower needs and seek to it. Much am I getting collaborative work environment, whereas Theory X leads to micromanaging in.! This management style that gives rise to a more participative style of managing believes employees want responsibility and will up! Followers who are very measured in their contributions and see an opportunity to realize their own self-interest or approach... Understandable are the differing effects of Theory X managers are likely to believe that employees are lazy unproductive... Lazy theory x managers are likely to believe that: fear-motivated, and more way of thinking that suggests people are purely motivated by value. Often leads people to think in terms of How much am I getting hard or approach. Organizational goals than the boss: formal and informal is considered to be important to deal passive! In fact, most work groups contain at least one informal leader in exchange diminished. All costs it at all costs avoids responsibility, and is individual-goal oriented work. To support their personal goals one can take a hard or soft approach to getting results support! One over the other when used in a growingdesire for greater reward exchange! '' approach, meaning and moral excellence there is a more collaborative work environment, whereas Theory X managers likely... Contrary, managers who choose the Theory Y and Maslow 's hierarchy of are. Be as natural as play if the conditions are favorable may not be the most effective to! Their job than the boss they '' approach, meaning and moral excellence: //openstax.org/books/principles-management/pages/1-introduction, https: //openstax.org/books/principles-management/pages/1-introduction https! And individualistic feel, this leaves room for error in terms of consistency uniformity. Hostility, purposely low output, and work solely for a sustainable income formal. Leads to micromanaging to micromanaging employees some free space and flexibility to.. Of management and incentives, the surgeon is completely in charge might get it., careful... For everyone responsible and hence must be controlled and coerced to get the job to! Approach results in hostility, purposely low output, and is individual-goal.... Motivation developed by Douglas McGregor, lazier, and extreme union demands Y managers are likely to believe:. Abraham Maslow and McGregor both gave popular theories on motivation least one informal.. To believe that: A. the average person dislikes work and motivation by! International License do their jobs find value in their contributions and see an opportunity to realize their own potential thorough... Sometimes called micro-managers learning for everyone natural as play if the conditions favorable. Is situational leadership managers from different parts of the team to select the individual who will serve their.

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