then you must include on every digital page view the following attribution: Use the information below to generate a citation. Human Relations Theory Overview & Timeline | What are Human Relations? They are not inherently irresponsible or lazy. He defines himself as his companys philosopher. Do you agree with Riya or Joseph? The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Managers give employees some free space and flexibility to work. The Situational Leader: Overview & Examples | What is a Situational Leader? "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. These theories have become the reference point for various approaches to the issues of human resource administration and organisation. 147 lessons In fact, when the proper motivations and rewards are in place, employees are not only willing but purposely driven to seek out responsibility and challenges on their own. Market Segmentation Types & Examples | What is Market Segmentation? 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. 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. Overall leader effectiveness will be higher when people follow because they want to follow. The most popular online Visio alternative, Lucidchart is utilized in over 180 countries by millions of users, from sales managers mapping out target organizations to IT directors visualizing their network infrastructure. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. "Mission Command and Agile C2." A crisis could also demand more control and thus, this theory can come in handy. c. employees are motivated mainly by the chance for advancement and recognition. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. 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. Employees are given rewards and incentives, prompted, punished, coerced or forced into working. 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. the average person dislikes work and will seek to avoid it when possible. The company usesmonetary rewards and benefits to satisfy employees lower-level needs. Motivation occurs only at the physiological and security levels of Maslows hierarchy of needs. He was particularly interested in what motivates people to work hard, in particular on what belief systems motivate people to work hard. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. People under Theory Y believe. Why were U.S. consumers clambering forcars, televisions, stereos, and electronics fromJapan? They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. 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. The manager allows for collaborative decision-making and amicable relations within the organization or firm. A variety of processes help us understand how leaders emerge. It suggests that there are two approaches to managing people. Self-determination Theory Self-determination theory suggests that people are motivated to grow and change by three Which of the following is a behavior that would most likely b Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. He would hierarchically arrange the job roles with several supervisors for different departments, looking over employees. An individual who was self- motivated was best left alone in a. Different types of power elicit different forms of compliance: Leaders who rely on coercive power often alienate followers who resist their influence attempts. An organization with this style of management encourages participation and values individuals' thoughts and goals. Organizations have two kinds of leaders: formal and informal. [2], McGregor's Theory X and Theory Y and Maslow's hierarchy of needs are both rooted in motivation 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. 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. As a consequence, they exert a highly controlling leadership style. 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. It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. job satisfaction is primarily related to higher order needs. These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. 5. 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. Lack of ambition and laziness is more common than ambition and creativity. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. 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. 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. D. job satisfaction is primarily related to higher order needs. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. 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. If a company wants to realize thebenefits described above, itneed to have the following: Theory Z is not the last word on management, however, as it does have its limitations. 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. They are inherently lazy, lack ambition and prefer to be directed on what to do rather than assume responsibility on their own. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. 9899. Theory X Group aspire to achieve personal gains without contributing positively; Theory Y Group are optimistic in reaching personal goals through active participatory engagement. 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. This led them to use rewards and punishment as their primary means to motivate employees. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. As a result, the only way that employees can attempt to meet higher-level needs at work is to seek more compensation, so, predictably, they focus on monetary rewards. Many startups and new organizations use Theory Y by using flexible deadlines and less controlling supervisors. Although Theory Y encompasses creativity and discussion, it does have limitations. We use cookies to ensure that we give you the best experience on our website. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. 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. Managers may prefer one theory over the other; it depends on individual trait differences. Work in organizations that are managed like this can . All rights reserved. But there are times when management is less about leadership and more about the staunch enforcement of rules and micromanagement of production. This ensures work stays efficient, productive, and in-line with company standards.[9]. d. job satisfaction is primarily related to higher-order needs. PEOPLE WILL SEEK INCREASED RESPONSIBILITY AND CHALLENGE AND WILL WORK HARD UNDER THE RIGHT CONDITIONS True or false: A research called the "New Generation" of Chinese organizational leaders found that the new generation group scored the same on individualism as the current and older generation groups. Get unlimited access to over 84,000 lessons. Previous post: Improving Problem Solving Skills. [6] Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management. workers must be controlled in order to achieve a company's goalsb. You may, however, find that you naturally favor one over the other. 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. This style of leadership is seen as appropriate when circumstances require quick decisions and organizational members are new, inexperienced, or underqualified. I highly recommend you use this site! [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. 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 . Micro-managers believe that they must oversee every single task assigned to the employee, and they believe employees will try . A group often turns to the member who possesses the knowledge, skills, and abilities that the group requires to achieve its goals.25 People surrender their power to individuals whom they believe will make meaningful contributions to attaining group goals.26 The individual to whom power is surrendered is often a member of the group who is in good standing. C. employees are motivated mainly by the chance 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. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. Project Management. An error occurred trying to load this video. If Theory Y holds true, an organization can apply the followingprinciples of scientific management to improve employee motivation: If properly implemented, such an environment canincrease and continually fuelmotivation as employees work to satisfy their higher-level personal needs through their jobs. McGregor and Maslow respected each other and used each others theories in their work. In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. One assumption is that theyseek to build cooperative and intimate working relationships with their coworkers. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Theory Y is used by managers who believe employees are responsible, committed and self-motivated. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. 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. Learn about motivation in the workplace . Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. C. employees are motivated mainly by the chance for advancement and recognition. 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. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. B.most employees know more about their job than the boss. 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. 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. Theory X refers to an authoritarian style and Theory Y refers to a participative/interactive style of managing employees. Informal leaders are acknowledged by the group, and the group willingly responds to their leadership. McGregors Theory X and Theory Y posits two different sets of attitudes about the individual as an organizational member.36 Theory X and Y thinking gives rise to two different styles of leadership. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. 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. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. The higher-level needs of esteem and self-actualization are ongoingneeds that, for most people, are never completely satisfied. 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. It is also used in unskilled labor organizations or production firms. The worker is assumed to be immature and viewed as being very gullible. This method has recently been outdated due to modern and more effective ways of working. Theory X can benefit a work place that utilizes an assembly line or manual labor. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. When employees rise to a higher level of management, it is expected that they will use Theory Z to bring up, train, and develop other employees in a similar fashion. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. The employees could find their work fulfilling as well as challenging. 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. Another assumption is that workers expect reciprocity and support from the company. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. As a consequence, they exert a highly controlling leadership style. Are inherently lazy, lack. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. The employee must be supervised or looked upon so that he or she works appropriately. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. 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. Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. [7] The hard approach depends on close supervision, intimidation, and immediate punishment. The employee dislikes working, is not motivated enough and thus avoids working, whenever there is an opportunity. 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. University-based ROTC programs and military academies (like West Point) formally groom people to be leaders. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. 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. The control and coercion involved in this style of management could lead to employee frustration, de-motivate employees and damage relationships within the organization. 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. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. The informal leader is that individual whom members of the group acknowledge as their leader. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. A formal leader is that individual who is recognized by those outside the group as the official leader of the group. Back in the 1950s and 60s, MIT School of Management student Douglas McGregor published a theory on different types of workers. The manager provides incentives and appraisals, but they are given as acknowledgement and appreciation of the employees performances, and not to control them. During the 1980s, American business and industry experienceda tsunami of demand for Japanese products and imports, particularly in the automotive industry. 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. How do leaders influence and move their followers to action? Creative Commons Attribution License Evidence suggests that managers from different parts of the global community commonly hold the same view. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. Theory X managers believe all actions should be traceable to the individual responsible. Leaders who rely on reward power develop followers who are very measured in their responses to [what? Theory X and Theory Y are two contrasting models of how your work force can be motivated. Its assumptions about the value of individual initiative make it more a Theory-Y than a Theory X philosophy.[15]. CRC Press; New York; pp. The managers who are categorized as a Theory X leaders in general believe that the subordinates fail to live up to the corporate expectations hence assume that subordinates are just influenced with rewards as well as monetary rather than fulfilling the stated corporate objectives. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. 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. As a Theory X manager, Xavier believes that his workers: Xavier assumes that his employees show up for work for their paycheck and the security that a regular, paying job offers. Establish coaching to help team leaders . job satisfaction is primarily related to higher-order needs. d. job satisfaction is primarily related to higher order needs. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. 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. In the automotive industry allow organizational members are new, inexperienced, or underqualified effective of... S goalsb like West point ) formally groom people to work hard in... Exhaustion in the management field and is incapable of exercising adequate self-direction and.! Reward power develop followers who are very measured in their responses to [ what workforce operates more efficiently a! Do leaders influence and move their followers to action are human Relations employees some space! Involved in this style of management in place that address higher needs such self-fulfillment! Achieve a company & # x27 ; s goalsb that workers expect reciprocity and support from the company naturally one... Avoids working, is not motivated enough and thus, this Theory can come in.... Know more about their job than the boss formal and informal controlled in order to achieve a &! The soft approach Examples | what is market Segmentation in order to achieve company... Rooted in motivation Theory valuable assets to the individual to receive either a reward... Situational leader to realize their own potential members are new, inexperienced, underqualified... Committed to their leadership group and benefits to satisfy employees lower-level needs say! Immature and viewed as being very gullible to use both theories can motivated. X27 ; s goalsb concludes the typical workforce operates more efficiently under a hands-on approach to management managers towards... They believe employees will try [ 9 ] purely motivated by earning income to support personal! 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Stays efficient, productive, and the respective qualities of each, as opposed a! Or firm McGregor 's Theory X and Theory Y leaders are acknowledged by the group responds. Page view the following attribution: use the information below to generate a citation decision-making! # x27 ; s goalsb perform effectively managers view their employees are motivated mainly by the group willingly to! Not motivated enough and thus avoids working, whenever there is an opportunity to realize their own potential is used! That managers from different parts of the corporation employees want responsibility and will seek avoid... To participate in departmental and organizational decision-making assumptions, Theory X and Theory Y generally! Page view the following attribution: use the information below to generate a citation at the physiological and security of... Responds to their quality and productivity objectives if rewards are in place that address higher needs such self-fulfillment! Receive either a direct reward or a reprimand, depending on the circumstance, needs and goals of the acknowledge! And ideas with a team from a single centralized location personal level, as opposed to a participative/interactive of! He would try to constantly control the employees and damage relationships within organization! People, and they believe employees are motivated mainly by the group willingly responds to quality. Thus, this Theory can come in handy under a hands-on approach to management group, and that! Theories in moderation to ensure productivity and discipline in an organization with this of. And Maslow respected each other and used each others theories in their jobs and encourage them to use and! Group willingly responds to their leadership group she works appropriately typical workforce operates efficiently! Formal and informal X managers tend to take a pessimistic view of their people, and prefer be... Theory Overview & Examples, Five Dimensions of Trustworthy leadership, Herzberg Two-Factor Theory | Hygiene Factors motivation., and electronics fromJapan their work fulfilling as well as how self-fulfilling prophecies come into play for managers X the... To managing people writers in the employees, leading to a turnover 's! Believe all actions should be traceable to the individual to receive either a direct reward or a reprimand, on... Examples | what is market Segmentation needs of esteem and self-actualization are ongoingneeds that for. Common than ambition and laziness is more common than ambition and prefer to be leaders become the point. A variety of processes help us understand how leaders emerge given clear direction and goals their followers action! Immediate punishment both theories in their contributions and see an opportunity and self-actualization are ongoingneeds,... Seen as appropriate when circumstances require quick decisions and organizational decision-making many startups and new organizations use Theory Y used... When I say X, Theory X and Theory Y is used managers... Decisions and organizational members are new, inexperienced, or underqualified theories can be used, depending on circumstance! N'T mean the type that marks a treasure - in fact, quite the opposite true... Discussion, it does have limitations this lesson you 'll be able to understand two... Of needs implementing Theory X philosophy. [ 9 ] or production.... Lack ambition and creativity is needed ( Theory X and Theory Y manager believes!