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. 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. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. Unlike, decentralisation of authority is presumed in theory Y, which involves employees participation in management and decision-making. We lose money whenever they do.
According to the theory, employees are the most precious asset to the company. The second, often called the participative approach, focuses on the desirability of involving organization members in decision making so that they will be more highly motivated. Managers are always looking for mistakes from employees, because they do not trust their work. How does the more formalized and controlling organization affect the motivation of organization members? Theory Y is a participative management style. For example, the managers at Akron worked in a formalized organization setting with relatively little participation in decision making, and yet they were highly motivated.
Theory X encourages use of tight control and supervision. Leadership style Autocratic Democratic Direction Constant direction is required. As such, the management structure in businesses which take a Theory Y approach is usually much leaner, as there is less of a need for supervision over workers who are motivated to do their best each day. McGregor views Theory Y to be more valid and reasonable than Theory X. Two distinct sets of that managers, in , have about their employees and which often turn out to be self-fulfilling prophesies. Find out how the idea of self-fulfilling prophecies affects employees actions according to Douglas McGregor. For you as a business owner or manager, you have to think carefully about the motivation that is present for your employees on a day to day basis.
This was appropriate for a laboratory in which a great variety of disciplines and skills were present and individual projects were important to solve technological problems. But, first, we had to define what kinds of organizational characteristics would determine how appropriate the organization was to the particular task. On the contrary, managers who choose the Theory Y approach have a hands-off style of management. It is also important to point out though that Theory X is easily taken too far, the result of which is destructive and belittling communication. There needs to be conviction and action behind those rules. The other two performed the relatively uncertain work of research and development in communications technology. This lesson describes the two types of managers you might have, Theory X and Theory Y.
The authoritarian leadership style is therefore the most appropriate leadership style in Theory X. While managers who believe in Theory X values often use an authoritarian style of leadership, Theory Y leaders encourage participation from workers. Management believes that employees enjoy their work. The test is to see if they are reasonable in their conclusions and can provide clear feedback about what needs to change. 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. These are two opposing perceptions about how people view human behaviour at work and organisational life.
As a result, they must be closely controlled and often coerced to achieve organizational objectives. Lesson Summary Douglas McGregor believed that there were two types of managers: Theory X and Theory Y. We also measured the feelings of competence of the people in the organizations so that we could link the appropriateness of the organizational attributes with a sense of competence. Thus situational management style should be used in order to generate optimum results. This person would was always enraged when reviewing designs. In this post, we will look at what a few of the expert Theorists have researched over the last century, and surmise how relevant some of these explorations are today.
You agree that we have no liability for any damages. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. Share your experience and knowledge in the comments box below. Motivating factors include a broader sense of purpose. In the 20th century, Theory X management style dominated many businesses where the managers perceived that the employees had the above-described traits.
Before making a major decision, it's important to test assumptions. As a result, they must be closely controlled and often coerced to achieve organizational objectives. Chaos theory recognizes that change is inevitable and is rarely controlled. The answers to these questions will guide their decisions about the design of the management hierarchy, the specificity of job assignments, and the utilization of rewards and control procedures. Professor Douglas McGregor highlighted that there is a significant relationship between motivation and leadership among people.
This might apply if you have a department which is focused on being creative, such as your marketing team. They will avoid responsibility and the managers have to supervise them at every step. McGregor also believed that self-actualization was the highest level of reward for employees. Theory X can benefit a work place that utilizes an assembly line or manual labor. This is the It's the idea that smaller, weaker, but more innovative competitors break into markets and eventually disrupt and completely overtake their competitors. Theory X assumes that employees dislike work; they want to avoid it and do not want to take responsibility.
Theory X and theory Y. The Japanese had discovered something that was giving them the competitive edge. Two thing come to mind: 1. How can managers resolve the confusion? Capabilities A democratic leadership style arises on the basis of Theory Y which allows the employees to have a greater say. 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. Conclusion Though these theories are very basic in nature, they provide a platform for future generations of management theorists and practitioners to understand the changing dynamics of human behavior.