theory x managers are likely to believe that:

QUESTION 17 The Theory X managers probably believe that: a. the average employee dislikes the job and will try to avoid it whenever possible. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. A crisis could also demand more control and thus, this theory can come in handy. McGregor stressed that Theory Y management does not imply a soft approach. 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. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. Managerial Functions in the International Organization. According to McGregor, Theory X managementassumes the following: Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. CRC Press; New York; pp. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. 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. The permissive autocrat mixes his or her use of power by retaining decision-making power but permitting organizational members to exercise discretion when executing those decisions. Theory Y is based on positive assumptions regarding the typical worker. O most employees know more about their job than the boss. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. Theory Y managers are likely to believe that employees are motivated by the value of their contribution. People come to leadership positions through two dynamics. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. Once surgery begins, however, the surgeon is completely in charge. So they must be controlled and coerced to get the job done. As a consequence, they exert a highly controlling leadership style. Theory of X and Y is a theory on human work and motivation developed by Douglas McGregor. He referred to these opposing motivational methods as Theory X and Theory Y management. 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 went on to propose his own model of workplace motivation, Theory Z. Several assumptions form the basis for this theory. The Situational Leader: Overview & Examples | What is a Situational Leader? Management believes employees' work is based on their own self-interest. This generally involves a more 'hands-on' approach and inevitably micromanaging your team's workload to ensure it is done to . Interactive, participative style of managing. are not subject to the Creative Commons license and may not be reproduced without the prior and express written The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls essentially an environment of command and control. 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. In fact, most work groups contain at least one informal leader. The result was Theory Za developmentbeyond Theory X and Theory Y thatblended the best of Eastern and Western management practices. 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. 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. This judgement could say a lot about your style of management. 5. Both sides seek to satisfy some personal pleasures and needs. As we have noted, the terms leader and manager are not synonymous. B employees are primarily motivated by opportunities for advancement and recognition. 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. 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. A manager's behavior and expectations are as contagious as the plague. Establish coaching to help team leaders . Theory X managers are likely to believe that: 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. On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style . Want to cite, share, or modify this book? The worker is assumed to be immature and viewed as being very gullible. One psychologist, Douglas McGregor, categorized people's motivations into two broad categories: Theory X and Theory Y. Organizations have two kinds of leaders: formal and informal. They can use self-direction and self-control in this aspect. We refer to this person as the designated leader (in this instance the designated and formal leader are the same person). As a member, you'll also get unlimited access to over 84,000 Theory X managers have a pessimistic view of their employees and assume that they are naturally unmotivated and hate work. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. Theory Y managers favor a more collaborative approach, centering their leadership on trust, valuing creative problem solving, and managing by way of providing their employees with tools, opportunities, and visibility to do their jobs well. 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. This approach is usually taken by managers working in older companies and firms. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. This is a negative view of the nature of workers. It has been a fact that sustainability and employee turnover in corporations rely heavily on the different styles of management practiced at given companies nowadays. then you must include on every digital page view the following attribution: Use the information below to generate a citation. Theory X. [7] Implementing a system that is too soft could result in an entitled, low-output workforce. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? Why not assume the best in people? [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. His ideas suggest that there are two fundamental approaches to managing people: Many managers tend toward Theory X and generally get poor results. 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. The employees do not dislike work and it can be a source of satisfaction or joy for them. Most people are self-centered. Managers may prefer one theory over the other; it depends on individual trait differences. He was one of the most impactful, popular writers in the management field and is credited for modern management thinking. Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. b. most employees know more about their job than the boss. 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. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, 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. Our mission is to improve educational access and learning for everyone. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. In actual practice, most managers today practice a combination of Theory X and Theory Y styles of management. 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. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace. It is also used in unskilled labor organizations or production firms. But . Hi, 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. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. 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. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. Ouchis Theory Z makes certain assumptions about workers. McGregor's Theory X and Theory Y is about judging the needs and character of your people. most workers seek out more resonsibilityTheory Y managers prefera. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. The manager allows for collaborative decision-making and amicable relations within the organization or firm. It follows the idea that there is no single way to organize a company or make decisions. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Market Segmentation Types & Examples | What is Market Segmentation? They think most employees are only out for themselves and their sole interest in the job is to earn money. Most managers will likely use a mixture of Theory X and Theory Y. The Theory X manager assumes employees hate the idea of having to go to work and do so only to earn a paycheck and the security it offers. 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. One of the critical difference between theory Y and theory X is that employees in theory X are associated with adverse traits while employees under theory Y are associated with positive characteristics. 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. Several assumptions form the basis for this theory. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. Sherri has taught college business and communication courses. Self-actualization and creativity were given importance in Theory Y. The soft approach results in a growingdesire for greater reward in exchange for diminished work output. While money may not be the most effective way to self-fulfillment, it may be the only way available. On this Wikipedia the language links are at the top of the page across from the article title. d. job satisfaction is primarily related to higher order needs. Under Theory X, one can take a hard or soft approach to getting results. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. B.most employees know more about their job than the boss. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. All other trademarks and copyrights are the property of their respective owners. 22nd International Command and Control Research and technology Symposium (ICCRTS). 4. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. This led them to use rewards and punishment as their primary means to motivate employees. Theory X managers and supervisors are sometimes called micro-managers. D. job satisfaction is primarily related to higher order needs. B.most employees know more about their job than the boss. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. 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. 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. most employees know more about their job than the bossd. Leaders who rely on reward power develop followers who are very measured in their responses to [what? People must be constantly directed, prompted, rewarded, or punished in order to complete their work. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. 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