Furthermore, their tasks and how these should executed must be laid down in detail. Self-motivated to complete their tasks. Theory X starts from the assumption that people are naturally lazy, want to avoid work as much as possible, do not wish to take responsibility, have no ambition and prefer to be supervised.
Your rating is more than welcome or share this article via Social media! In addition to their preference for a certain leadership style and the work that has to be done, a manager will either opt for Theory X or Theory Y. Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
Work is for the employee as natural an activity as fun or recreation Employee gladly accepts autonomy and responsibilityand even actively seeks it Employee fully agrees with the goals of the organization and is in accordance with them Employee has enough self-discipline and self-control to the objectives performance of the organization Employee demonstrates an actively creative and innovative approach to the challenges of the organization Related terms and methods: While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity.
Capabilities A democratic leadership style arises on the basis of Theory Y which allows the employees to have a greater say. The human side of enterprise. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
One wonders if the idea was not considered strong enough to stand alone with a completely new name In instances where the thinking process is important and the employee is expected to act on their own responsibility, managers prefer to opt for Theory Y. The democratic approach of Theory Y makes people feel comfortable as a result of which they commit themselves wholeheartedly to the organization.
Although Theory X management has largely fallen out of fashion in recent times, big organizations may find that adopting it is unavoidable due to the sheer number of people that they employ and the tight deadlines that they have to meet.
People want to use their creativity and they like to take a creative problem solving approach. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work.
This style of management assumes that workers are: Therefore, the system of rewards and punishments works best for them. This encourages a more collaborative relationship between managers and their team members. More involved in decision making. This style of management assumes that workers: Employees are given an opportunity to develop themselves and put their capabilities to good use.
If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship.
What are your success factors for the good leadership? Need to be supervised at every step. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
People are prepared to take responsibility for everything they do. Commitment to objectives is a function of rewards associated with their achievement. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach.
According to this theory, people definitely do not wish to bear any responsibility for their work. Theory X In Theory X, Douglas McGregor summarizes the traditional view of management in a number of characteristic assumptions in which autocratic leadership style, close supervision and the hierarchical principle are the key elements.
Theory Y invites renewal processes and motivation can be traced back to the style of leadership. 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.
After reading you will understand the background and the practical basics of these leadership styles. People can focus on the objectives they pursue through self-direction and self-control.
Managers who build on the basic principles of Theory X, are often met with a vicious circle in which their suppositions become reality and in which cause and effect are reversed. There is no need for the system that involves rewards and punishments.Theory X and Theory Y are theories of human work motivation and management.
They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the s, and developed further in the s.
McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the. The ‘X - Y Theory’ Questionnaire (Page 1 of 2) Indicates whether the situation and management style is the ‘X’ or ‘Y’ style: Score the statements (5 = always, 4 = mostly, 3 = often, 2 = occasionally, 1 = rarely, 0 = never).
McGregor’s Theory X and Theory Y The idea that a manager’s attitude has an impact on employee motivation was originally proposed by Douglas McGregor, a management professor at the Massachusetts Institute of Technology during the s and s.
Theory X, Theory Y. Theory X, Theory Y by Douglas McGregor is a motivation theory. Douglas McGregor is a social psychologist and applied two sets of assumptions to the organizational structure called Theory X and Theory mi-centre.com theory is based on managerial views of human beings.
In his book, The Human Side of Enterprise, he outlined a new. The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment.
Theory Y workers were characterised by McGregor as. douglas mcgregor - theory x y Douglas McGregor 's XY Theory, managing an X Theory boss, and William Ouchi 's Theory Z Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his book 'The Human Side Of Enterprise '.Download