Answer the question(s) below to see how well you understand the topics covered above. However, one person who seemed to be unafraid of self-inflicted explosions was Douglas McGregor, a behavior management theorist who was heavily influenced by both Abraham Maslow and the Hawthorne Studies. c. employees are motivated mainly by the chance for advancement and recognition. Several assumptions form the basis for this theory. It follows the traditional route of direction and control. consent of Rice University. Elton Mayo's Theory of Management |Overview & History, Charisma in Leadership | Charismatic Examples & Theory. O most employees know more about their job than the boss. job satisfaction is primarily related to higher-order needs. [4] This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees. Leaders who rely on reward power develop followers who are very measured in their responses to [what? 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. D. job satisfaction is primarily related to higher order needs. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Reward and legitimate power (that is, relying on ones position to influence others) produce inconsistent results. is based on negative assumptions regarding the typical worker. Most people can handle responsibility because creativity and ingenuity are common in the population. Theory Xmanagement hinders the satisfaction of higher-level needs because it doesnt acknowledge that those needs are relevant in the workplace. Once you complete this lesson you'll be able to understand the two different types of managers as theorized by Douglas McGregor. Power, then, essentially answers the how question: How do leaders influence their followers? However, high-involvement organizations frequently encourage their formal and informal leaders to exercise the full set of management roles. B. most employees know more about their job than the boss. What is the role of the leader and follower in the leadership process? Our mission is to improve educational access and learning for everyone. Individuals attracted to high-involvement organizations, however, want to make their own decisions, expect their leaders to allow them to do so, and are willing to accept and act on this responsibility. Theory X managers are likely to believe that: most employees know more about their job than the boss. They do not always need coercion, incentives or force to complete their work. 22nd International Command and Control Research and technology Symposium (ICCRTS). Hate the idea of having to go to work and do so only to earn a paycheck and the security that it offers. One of his colleagues, Riya, believes that he is a diligent worker and gains satisfaction through working hard. I see Theory X and Theory Y as two natural divisions of people; groupings into those who dislike working and those who are inclined to working without persuasion. Evidence suggests that managers from different parts of the global community commonly hold the same view. Theory X managers believe all actions should be traceable to the individual responsible. Think about a conveyor belt of automotive parts with workers and machines lined side by side, each tasked with applying a specific skill to the production processtightening a bolt, applying a hinge, taping up a box to be shipped, etc. Another colleague, Joseph, sees him as a worker who performs just for the sake of money. Theory X, although outdated, is still used in larger firms, wherein a higher number of people are employed and deadlines are to be met. Organizations that use self-managed work teams allow members of the team to select the individual who will serve as their team leader. Question: D Question 21 1 pts A manager who subscribes to Theory X believes in the importance of TQM that people prefer to be directed that people naturally seek out work in the contingency approach to management that people are committed to goals D Question 22 1 pts Theory X managers believe workers are O committed lazy happy needy O lucky [13], Theory X and Theory Y also have implications in military command and control (C2). Social or (interpersonal) influence is ones ability to effect a change in the motivation, attitudes, and/or behaviors of others. Yoko is a Theory Y manager, and when I say Y here, think 'why not.' Theory X. If you agree with Joseph, you will likely agree with Theory X, which refers to a more authoritarian style of managing. 147 lessons [14] Mission Command, for example, is a command philosophy to which many modern military establishments aspire, and which involves individual judgment and action within the overall framework of the commander's intent. This theory states that managers evaluate the workplace and choose their leadership style based upon both internal and external conditions presented. And the approach to and requirements of leadership are changing with it. Most people are self-centered. Two reasons: (1) high-quality products and (2) low prices. People must be constantly directed, prompted, rewarded, or punished in order to complete their work. Theory Y results in an arrangement whereby individuals can achieve their own goals and happily accomplish the organizations goals at the same time. [8] As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace. Theory Zalso makes assumptions about company culture. This judgement could say a lot about your style of management. Are inherently lazy, lack. This managerial style is more effective when used in a workforce that is not essentially motivated to perform. [10] In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce. Ouchis Theory Z makes certain assumptions about workers. It includes a trusting, collaborative and positive relationship between the manager and employees. As a result, they must be closely controlled and often coerced to achieve organizational objectives. C.employees are motivated mainly by the chance for advancement and recognition.D.job satisfaction is primarily related to higher-order needs. The worker here is considered to be mature. I highly recommend you use this site! The soft approach results in a growingdesire for greater reward in exchange for diminished work output. According to Theory Z, people want tomaintain a work-life balance, and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself. [6] Theory X is a "we versus they" approach, meaning it is the management versus the employees. Athletic teams often have informal leaders, individuals who exert considerable influence on team members even though they hold no official, formal leadership position. When I say X, I don't mean the type that marks a treasure - in fact, quite the opposite is true. He mentioned Theory X and Theory Y in his book, The Human Side of Enterprise, published in 1960. The modern manager knows how to distribute responsibility, instill trust in their employees, and motivate team members to deliver their best work and ideas. Although born and educated in America, Ouchi was of Japanese descent and spent a lot of time in Japan studying the countrys approachto workplace teamwork and participative management. Coercive power can result in favorable performance, yet follower and resistance dissatisfaction are not uncommon. [6], The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees. Grace Hopper, retired U.S. Navy admiral, draws a distinction between leading and managing: You dont manage people, you manage things. Henry comes to work regularly on time and his performance has been consistent. then you must include on every physical page the following attribution: If you are redistributing all or part of this book in a digital format, Emergent leaders, on the other hand, arise from the dynamics and processes that unfold within and among a group of individuals as they endeavor to achieve a collective goal. The manager allows for collaborative decision-making and amicable relations within the organization or firm. As we have noted, leadership is the exercise of influence over those who depend on one another for attaining a mutual goal in a group setting. Under these conditions, people will seek responsibility. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. The manager would use promotions, incentives, the threat of firing or cutting off pay to motivate employees to put effort or work. 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. As a result, they think that employees need to be prompted, rewarded or punished regularly to make sure that they perform their tasks. They tend to blame employees in most situations, without questioning the systems, policy, or lack of training which could be the real cause of failures. Managers in newer organizations use this theory as now, people want more than monetary rewards and control. An organization with this style of management encourages participation and values individuals' thoughts and goals. C. employees are motivated mainly by the chance for advancement and recognition. They can be motivated internally to complete their tasks and not always need supervision or micromanaging. Theory X managers are likely to believe that Select one: a. the average person dislikes work and will seek to avoid it when possible. Its like a teacher waved a magic wand and did the work for me. Theory X managers are likely to believe that: A.the average person dislikes work and will seek to avoid it when possible. Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). Participative Leadership Theory & Examples | What is Participative Leadership? Often, the formal leader is appointed by the organization to serve in a formal capacity as an agent of the organization. D. Job satisfaction is mostly related to higher order needs. [6] Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation. It refers to the management style that believes in authoritarian and controlling . Theory X managers believe employees must be controlled to meet organizational goals. Basically, Theory X managers believe that people don't want to work, don't enjoy working, and are only motivated by money. The benefits of Theory Z, Ouchi claimed, would bereduced employee turnover, increasedcommitment, improvedmorale and job satisfaction, and drastic increases in productivity. d. job satisfaction is primarily related to higher order needs. Research suggests that rationality is the most effective influence tactic in terms of its impact on follower commitment, motivation, performance, satisfaction, and group effectiveness.30. OpenStax is part of Rice University, which is a 501(c)(3) nonprofit. Leonard Bernstein was part of the symphony, but his role as the New York Philharmonic conductor differed dramatically from that of the other symphony members. In the process of building their power base, effective leaders have discovered that the use of coercive power tends to dilute the effectiveness of other powers, while the development and use of referent power tends to magnify the effectiveness of other forms of power. As a result of this members contributions to the groups goals, he has accumulated idiosyncrasy credits (a form of competency-based status). They are not lazy at all. On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style . lessons in math, English, science, history, and more. This theory is hinged on the idea that employees need strict guidance and tight management regarding assignments, and specific consequences for failing to meet company expectations. If you are redistributing all or part of this book in a print format, He wrote on leadership as well. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. B. most workers know more about their job than the boss. Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section. Intervention of the management is considered to be important to deal with passive, resistant workers. It suggests that there are two approaches to managing people. Increasingly, leaders in organizations will be those who best sell their ideas on how to complete a projectpersuasiveness and inspiration are important ingredients in the leadership equation, especially in high-involvement organizations.22. Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. One view holds that in traditional organizations members expect to be told what to do and are willing to follow highly structured directions. Theory X managers are likely to believe that: Answer 17) a. the average employee dislikes work and will seek to avoid it when possible. According to McGregor, there are two opposing approaches to implementing Theory X: the hard approach and the soft approach. Do you agree with Riya or Joseph? Douglas McGregor introduced Theory X and Theory Y to explain different styles of management. Creative Commons Attribution License Since workers are given much more time to receive training, rotate through jobs, and master the intricacies of the companys operations, promotions tend to be slower. Theory Y managers will make different choices about how to arrange team members and workflows, how to talk to people, how to reward and incentivize, etc. Theory X and Theory Y thinking and leadership are not strictly an American phenomenon. A Theory X management style may be well-suited for this type of structured, process-driven workplace. Typically, managers who apply theory X are more authoritarian. Leadership is also about having a vision and communicating that vision to others in such a way that it provides meaning for the follower.32 Language, ritual, drama, myths, symbolic constructions, and stories are some of the tools leaders use to capture the attention of their followers to be to evoke emotion and to manage the meaning of the task (challenges) facing the group.33 These tools help the leader influence the attitudes, motivation, and behavior of their followers. Theory X: The Authoritarian Boss. Essentially, if you hold people to a certain expectation - whether that's good or bad - your own actions as a manager will influence those employees to act accordingly. The role of the Theory X manager is to coerce and control employees to work towards organizational goals. I feel like its a lifeline. The Japanese had discovered something that was givingthem the competitive edge. then you must include on every digital page view the following attribution: Use the information below to generate a citation. The Theory X leader assumes that the average individual dislikes work and is incapable of exercising adequate self-direction and self-control. Theory Z stresses the need to helpworkers become generalists, rather than specialists. Managers tend to micromanage and control employees performance and efforts. If you believe that your team members dislike work and have little natural motivation to do a good job, then according to McGregor, you likely use an authoritarian style of management. 219.Theory X managers are likely to believe that: A. the average person dislikes work and will seek to avoid it when possible. 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. 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