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. 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. Many consider such actions necessary for self-managing work teams to succeed. Previous post: Improving Problem Solving Skills. Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. 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People are self-motivated and embrace responsibility. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. [8] This approach can potentially yield a hostile, minimally cooperative workforce and resentment towards management. All other trademarks and copyrights are the property of their respective owners. An optimal managerial style would help cultivate worker creativity, insight, meaning and moral excellence. He explained this concept in his book "The Human side of Enterprise". As a result, they must be closely controlled and often coerced to achieve organizational objectives. Most people can handle responsibility because creativity and ingenuity are common in the population. A crisis could also demand more control and thus, this theory can come in handy. This website helped me pass! 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. 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. [12] On the contrary, managers who choose the Theory Y approach have a hands-off style of management. People under Theory X believe that employees see their work as a burden and are lazy, so they tend to micromanage and control their performance and efforts. D. job satisfaction is primarily related to higher order needs. 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. Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. It includes a trusting, collaborative and positive relationship between the manager and employees. 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. 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. 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. Work can be as natural as play if the conditions are favorable. 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. Xavier is a Theory X manager. It mightseemthat the optimal approach to human resource management would lie somewhere between these extremes. D. Job satisfaction is mostly related to higher order needs. Question: QUESTION 17 Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. However, beyond this commonality, theattitudes and assumptionsthey embody are quite different. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. Therefore, Xavier believes his role as a manager is to coerce and control his employees to work towards organizational goals. Theory X management hinders the satisfaction of higher-level needs because it doesn't acknowledge that those needs are relevant in the workplace. Both sides seek to satisfy some personal pleasures and needs. job satisfaction is primarily related to higher-order needs. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. However, employees can be most productive when their work goals align with their higher-level needs. The Japanese had discovered something that was givingthem the competitive edge. Theory Y, on the other hand, presents a positive view of human . Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. This approach is usually taken by managers working in older companies and firms. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. 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. The answer often is that a leaders social influence is the source of his power. This style is appropriate when followers have valuable opinions and ideas, but one person needs to coordinate the execution of the ideas. Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. Theory X managers are likely to believe that: most employees know more about their job than the boss. B.most employees know more about their job than the boss. 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. Lucidchart makes it easy to share processes, information, and ideas with a team from a single centralized location. Theory X assumes that people dislike work and will avoid doing anything they don't have to do. If you continue to use this site we will assume that you are happy with it. This is much more likely to happen when the leaders influence flows out of intrinsic such as rationality, expertise, moralistic appeal, and/or referent power. The Theory Y manager generally believes employees want responsibility and will perform up to expectations if given clear direction and goals. While Theory X managers may be suited for some process-driven organizations, a more practical management style today is that of a Theory Y thinker. A ) 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. This led them to use rewards and punishment as their primary means to motivate employees. With a workplace centered on trust, its important not only to instill trust in your teammatesbut also in the right technology to get the job done. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. Micromanagement is not looked at positively in todays scenario, leading to Theory Y being the most productive way of management. 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. Different situations call for different configurations of knowledge, skills, and abilities. Implementing a Theory Y-focused leadership approach requires modern tools that can complement the collaborative workplace. 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 Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. 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 Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. consent of Rice University. As soon as that need is satisfied, the employees have no additional motivation for coming to work. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. 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