Moreover, Henry Ford did not give opportunities to his employees, but he supervised and guided them to make sure the employees do not threaten the product quality.
In my experiences here, because the mutual respect and trust was in place, the Theory Y approach was absolutely appropriate and supported and the teams could progress to being highly performing teams relatively quickly. Category 3 top right, orange quadrant is most likely a story of under-utilization of resources.
Theory X though it may sound harsh, particularly in the modern world, can prove to be effective in terms of consistency of work. Managers are not required to supervise constantly, as the employees are aware of their tasks but to ensure that the workers are provided with maximum support and advice when required.
Obviously in such roles there is still a lot of work to be done, and very senior people can be very demanding meaning that the relationship where there is no referential authority — the direct relationship with the senior sponsor is one you have to work very hard at.
He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that are required for human resource development.
Are you someone who believes people generally work because they gain satisfaction from their employment?
When it comes to an entire environment or organisation, it needs a more holistic approach. People will be self-directed to meet their work objectives if they are committed to them. When it comes to your staff you need to build trust slowly by showing you are no push-over and effecting a slow transition from the environment and management style they are used to to the one that you want.
In one of the examples above I described a Theory X environment where I struggled to use my usual more Theory Y management approach and tried instead to create an environment that would let me do that. In other words, though I am trusting people in these roles, they are far less likely to step out of line or undermine my authority because of my position but more specifically because of who I am working for and representing.
Work can be as natural as play and rest. He avoided descriptive labels and simply called the theories Theory X and Theory Y. The soft appoach is to be permissive and seek harmony with the hope that in return employees will cooperate when asked to do so.
In his theory, McGregor proposed that every manager has a personal view about what motivates people, and that these views affect what managers do and how they behave, i. They believe workers need to be prompted, rewarded or punished constantly to ensure they complete their assigned tasks.
In Theory Y this is unnecessary. As managers we are bound to run into lazy employees, but as I said above, usually a workforce will consist of a mix of both types of employees, or more specifically a mix of people at different points on a scale somewhere between the two extremes.
At best because we are concerned with an approach and management style, then that manager would still need some convincing and certainly more convincing than a Theory Y type manager were he to get down to looking at an individual worker.
Expert Authority along with Referential Authority and other types of authority is explained in the article I referred to earlier: Avoid responsibility and need constant direction. Many managers tend towards theory x, and generally get poor results.
Again, there is not a single answer to this but we are getting into the realms of stakeholder management that I do intend to write more on and will come back here and put a link to when I dodelivery i. Open communication is encouraged, there is no such thing as a bad idea or stupid question.
Theory Y organizations also give employees frequent opportunities for promotion. Following the analyzation of the above discussion, it is evident that the X theory and Y theory provides platform for the managers to work on their employees and also helps to understand the employees behaviour and change the leadership style accordingly.
Finally it goes without saying that whenever such a model talks of both ends of a scale, at either end is the extreme with real-world application being more likely to be somewhere between these two extremes. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied.
McGregors theory is also from are one of those theories that comprise much influence on both the management and the employee. For Instance, if a manager assumes that the clerk will do a good job hiring their peers is much more likely to invest the time and money on the training process rather than supervising the employees.
Beyond this point, the two theories of management diverge. I should have seen the red flags like during the recruiting process, the recruiting manager sending me mammoth emails at 3am.
When that trust is absent as shown above for Theory X, a system is needed with external motivators to cope with that situation. Punishment and strict control are not only certain ways to motivate employees and keep them working effectively.
A great number of employees can solve work problems by using creativity, ingenuity, and imagination. Showing clear distrust and micromanaging of lazy employees may have a knock-on effect on motivated employees and affect the working environment and culture of the organisation.
Repetitive or specialist industries with a high degree of categorisation between individuals roles or tasks can be appropriate environments for a Theory X approach to be effective allowing a company to mass-produce more quantity and a predictable higher quality which in turn results in higher profits, however due to the lack of trust, exceeding of expectations is unlikely.
The soft approach results in ever-increasing requests for more rewards in exchange for ever-decreasing work output.Douglas McGregor studied these questions and proposed two different views of employee motivation in his book 'The Human Side of Enterprise.' These views are known as Theory X and Theory Y.
McGregor's Theory X and Theory Y: Implications for Christian Business Education McGregor's Theory X and Theory Y: Implications for Christian Business Education Introduction. He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that are required for human resource development.
Therefore, it is important that managers realize the above assumptions and give maximum opportunities for the workers, so that the company can progress in the right direction. Money or the challenge? Theory X and Theory Y explains how your perceptions can affect your management style.
Theory X and Theory Y were first explained by McGregor in his book, 'The Human Side of Enterprise,' and they refer to two styles of management The concept of Theory X and Theory Y was developed by social psychologist Douglas. Douglas McGregor's revolutionary Theory Y - which contends that individuals are self-motivated and self-directed - influenced major management gurus such as Peter Drucker and Warren Bennis.
The original book, The Human Side of Enterprise, by Douglas McGregor, was written inand is still relevant today. The Human side of THE Reviews: 7. Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his book 'The Human Side Of Enterprise'.
Theory x and theory y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model.Download