See more about : ,. It takes into consideration, the pessimistic behaviour of an average human being, who is less ambitious and inherently lazy. According to this theory, people definitely do not wish to bear any responsibility for their work. The use of this material is free for self-development, developing others, research, and organizational improvement. Because of his human characteristics of dislike of work, most people must be coerced, , directed, and threatened with punishment to get them to put forth adequate efforts towards the achievement of organizational objectives. Two thing come to mind: 1.
Due to the above characteristics of the employees, managers have to impose duties on them to get the work done and supervise them on a continuous basis. This is the modern approach to management, which emphasizes on a harmonious corporation between employees and control of the company. It is one of four important motivation theories you will need to know for the exam. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. .
They are motivated by a combination of financial rewards and non-financial rewards such as empowerment and teamwork. Prevalence Theory X was the predominant management style during the 20 th century. Theory-Y assumptions are: 1 physical and mental effort are natural and most people depending on the work environment find work to be a source of , 2 they generally, on their own , self-control, self-direction, , and ingenuity in pursuit of and collective company goals, 3 they either seek responsibility or learn to accept it willingly, and that 4 their full potential is not tapped in most organizations. Nature of Management Style Theory X is an authoritative management style. Theory Y therefore assumes that control, rewards and punishments are not the only ways to stimulate people. Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product. He summarized the findings of the Hawthorn experiment by introducing both theory X and theory Y.
See more about : ,. Be aware also that many X theory managers are forced to be X theory by the short-term demands of the organisation and their own superiors - an X theory manager is usually someone with their own problems, so try not to give them any more. It is important to note that both theory X and theory Y are based on the argument that there are specific approaches to managing people based on their traits. Theory Y — See some questions can be that easy! While there is a more personal and individualistic feel, this leaves room for error in terms of consistency and uniformity. Theory Y assumes that employees are self-motivated, and flourish on responsibility. Theory Y manager will try to remove the barriers that prevent workers from fully actualizing themselves.
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. If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. They want to get the most out of their work through satisfaction, appreciation and motivation. Their logical capabilities should be fully utilized. The most significant rewards in this context could be the satisfaction of the ego and the fulfillment of self-actualization needs.
This allows the individual to receive either a direct reward or a reprimand, depending on the outcome's positive or negative nature. Summary — Theory X vs Theory Y The difference between theory X and theory Y is that theory X employees are associated with negative traits whereas theory Y employees are associated with positive traits. The workplace lacks unvarying rules and practices, which could potentially be detrimental to the quality standards of the product and strict guidelines of a given company. Conversely, Theory Y is based on the assumption that an average human being is motivated towards growth and development and they contribute to the achievement of organisational goals. Theory X managers and Theory Y managers often see their perceptions of people confirmed. Due to these assumptions, Theory X concludes the typical workforce operates more efficiently under a hands-on approach to management.
Theory Y believes that employees are inherently motivated and want to produce quality work. A close supervision is required on part of managers. The next two sections will define and discuss McGregor's two theories 1 Theory X 2 Theory Y and give scenarios when each management style could be used. Instead, workable operational theories are developed using a various amount of the assumptions of each theory. Theory-X assumptions are: 1 most people dislike and will avoid it to the extent possible, therefore 2 they must be continually coerced, controlled, and threatened with to get the work done, and that 3 they have little or no , prefer to avoid , and choose above everything else. But they'll commit themselves only to the extent they can see ways of satisfying their ego and development needs.
User assumes all risk of use, damage, or injury. They were created by while he was working at the in the 1950s, and developed further in the 1960s. Theory Z is often referred to as the 'Japanese' management style, which is essentially what it is. Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. Disclaimer: Reliance on this material and any related provision is at your sole risk.
Motivation implies the act of stimulating or inspiring subordinates to pursue the desired course of action. Assumptions of Theory Y, in relation to Maslow's hierarchy put an emphasis on employee higher level needs, such as esteem needs and self-actualization. Little to no direction is required. Table Showing Difference Between Theory X and Theory Y Theory X Theory Y Inherent dislike for work High affinity for work, i. Most employees including managers fall somewhere in between these poles. McGregor's ideas suggest that there are two fundamental approaches to managing people.