theory x managers are likely to believe that:

Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. 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 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. On the other hand, more modern, network-centric, and decentralized concepts of C2, that rely on individual initiative and self-synchronization, tend to arise more from a "Theory Y" philosophy. Also sharing power is the directive democrat, who encourages participative decision-making but retains the power to direct team members in the execution of their roles. Managers following Theory X can be pessimistic and orthodox in their approach and be prone to assume that employees are not interested in their work and need to be pushed. 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. Theory X managers are likely to believe that: a. the average employee dislikes work and will seek to avoid it when possible. ]; the use of rewards often leads people to think in terms of How much am I getting? or How much should I give? or Am I breaking even? The use of referent power produces identification with the leader and his cause. Theory Y, on the other hand, presents a positive view of human . It includes a trusting, collaborative and positive relationship between the manager and employees. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. The permissive democratic approach to leadership is characteristic of leadership in high-involvement organizations. A crisis could also demand more control and thus, this theory can come in handy. is based on negative assumptions regarding the typical worker. "C2 Re-Envisioned: the Future of the Enterprise." 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. Douglas McGregor's Theory X and Theory Y. People need more than monetary rewards or the threat of punishment to do their jobs. 4. This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. They typically allow organizational members significant amounts of discretion in their jobs and encourage them to participate in departmental and organizational decision-making. Most people are gullible and unintelligent. 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. [11], For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves. All other trademarks and copyrights are the property of their respective owners. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. O most employees know more about their job than the boss. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. It refers to the management style that believes in authoritarian and controlling . They can have creativity, innovation and potential skills that they can use to solve problems or to perform effectively. The power base in many organizations shifted to marketing as competition became a game of advertising aimed at differentiating products in the consumers mind. b.employees are motivated mainly by the chance for advancement and recognition. Once those needs have been satisfied, the motivation disappears. How do the theories of Tannenbaum and Schmidts leadership continuum and McGregors Theory X and Theory Y attempt to define leadership? Employees are given rewards and incentives, prompted, punished, coerced or forced into working. The employees are full of potential, and it is through their own creativity, ingenuity and imagination that organizational goals are met. Advertising, Public relations, Marketing and Consumer Behavior, Psychology, Behavioral And Social Science. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. Both theories are mostly used as a mixture in organizations and workplaces. In a strict environment with little autonomy, workers were indeed unhappy and lacking ambition. 1999-2023, Rice University. went on to propose his own model of workplace motivation, Theory Z. He was particularly interested in what motivates people to work hard, in particular on what belief systems motivate people to work hard. This website helped me pass! You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach. Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. This could additionally lead to a bad reputation. 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. Humanistic psychologist Abraham Maslow, upon whose work McGregor drew for Theories X and Y, 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. Creativity and problem-solving thrive when employees are trusted. And the most lauded skills, especially in leadership, lie in the ability to connect seemingly disparate ideas and communicate those ideas clearly. A directive autocrat retains power, makes unilateral decisions, and closely supervises workers activities. Theory X can benefit a work place that utilizes an assembly line or manual labor. People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. Question: Theory X managers are likely to believe thata. Intervention of the management is considered to be important to deal with passive, resistant workers. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Both theories can be used, depending on the circumstance, needs and goals of the employees and the organization. Theory X management, defined by Douglas McGregor in 1960, is a behavioral style for workplace 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. 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. Theory Y leaders are much more likely to adopt involvement-oriented approaches to leadership and organically designed organizations for their leadership group. Management believes employees' work is based on their own self-interest. Yoko must also try to harness the motivational energy of her employees through things such as giving them more autonomy, responsibility, power, trust and feedback and involving them in the decision-making process. 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. d. job satisfaction is primarily related to higher order needs. I highly recommend you use this site! Jack Welch was the formal leader of General Electric, and Leonard Bernstein was the formal leader of the symphony. People will use work to satisfy their lower needs and seek to satisfy their higher needs during their leisure time. It is also used in unskilled labor organizations or production firms. In this capacity, leadership can be seen as a differentiated role and the nucleus of group activity. When this persons role is sanctioned by the formal organization, these team leaders become formal leaders. [13], Theory X and Theory Y also have implications in military command and control (C2). It helped me pass my exam and the test questions are very similar to the practice quizzes on Study.com. 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. It would be beneficial to use both theories in moderation to ensure productivity and discipline in an organization. People are motivated when they find value in their contributions and see an opportunity to realize their own potential. However, neither of these extremes is optimal. [3] Maslow's hierarchy of needs consists of physiological needs (lowest level), safety needs, love needs, esteem needs, and self-actualization (highest level). Learn about motivation in the workplace . 147 lessons Self-actualization and creativity were given importance in Theory Y. 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. Discover each theory and the respective qualities of each, as well as how self-fulfilling prophecies come into play for managers. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. D. job satisfaction is primarily related to higher order needs. It follows the idea that there is no single way to organize a company or make decisions. Theory X managers believe all actions should be traceable to the individual responsible. Theory X is a management style and way of thinking that suggests people are purely motivated by earning income to support their personal goals. B.most employees know more about their job than the boss. About 1015 years ago, power and leadership once again shifted, this time to people with finance and legal backgrounds, because the critical contingencies facing many organizations were mergers, acquisitions, hostile takeovers, and creative financing. Ouchis theory first appeared in his 1981 book, Theory Z: How American Management Can Meet the Japanese Challenge. flashcard sets. c. employees are motivated mainly by the chance for advancement and recognition. 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. Under Theory Z management, not only do workers have a sense of cohesion with their fellow workers, they also develop a sense of order, discipline, and a moral obligation to work hard. Theory X managers believe employees must be controlled to meet organizational goals. 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. He would try to constantly control the employees, leading to resentment and exhaustion in the employees, leading to a turnover. Managerial Functions in the International Organization. People come to leadership positions through two dynamics. D.job satisfaction is primarily related to higher order needs. And the approach to and requirements of leadership are changing with it. They're full of potential, and it's through their own. Typically, managers who apply theory X are more authoritarian. Here, leaders act as facilitators, process consultants, network builders, conflict managers, inspirationalists, coaches, teachers/mentors, and cheerleaders.40 Such is the role of Ralph Stayer, founder, owner, and CEO of Johnsonville Foods. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. The employee is not responsible and hence must be supervised or directed towards the goal of the organization. Accountability from employees is needed (Theory X) and flexibility and creativity is needed as well (Theory Y). If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. b. most employees know more about their job than the boss. Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X.[7]. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. He explained this concept in his book "The Human side of Enterprise". Henry comes to work regularly on time and his performance has been consistent. Goal-Setting Theory in Management: Definition & Examples, Five Dimensions of Trustworthy Leadership, Herzberg Two-Factor Theory | Hygiene Factors & Motivation. Model of workplace motivation, Theory Y leaders are much more likely to believe that: A.the average dislikes. That address higher needs during their leisure time their jobs and encourage them to participate in departmental and decision-making. Organizational objectives if they are naturally unmotivated and dislike work Theory X managers believe actions! Be motivated internally to complete their tasks and not always need supervision micromanaging., Herzberg Two-Factor Theory | Hygiene Factors & motivation creative to meet their and! Hands-Off approach outcome 's positive or negative nature instance, have a tendency to micromanage or,,. Needed as well ( Theory Y, on the other hand, presents a positive view of their people and... 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Creativity were given importance in Theory Y attempt to define leadership persons role is sanctioned by the formal of!
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