Their logical capabilities should be fully utilized. It's interesting that Ouchi chose to name his model 'Theory Z', which apart from anything else tends to give the impression that it's a Mcgregor idea. Because of this, workers need to be closely supervised and comprehensive systems of control put in place. Micromanagement in a Theory Y setting is not only unnecessary, but it can actually be counterproductive to the goal of keeping employees happy and driven to be successful. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff. According to Herzberg, individuals are not content with the satisfaction of lower-order needs at work such as minimum salary levels or safe and pleasant working conditions.
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals employees : one of which is negative, called as Theory X and the other is positive, so called as Theory Y. You might, for instance, have a tendency to or, conversely, you may prefer to take a more. Reasonable Theory X Feedback As designers, we tend to create emotional bonds to our work. Key Points The concept of Theory X and Theory Y was developed by social psychologist Douglas McGregor. In the first scenario, supervision is tight, and rewards are positive for strong performance and negative for bad performance. This point of view would examine your own communication as a point of possible error in addition to other factors such as process inefficiencies and eventually employee error. .
A mix of practices which ensure a healthy blend of systems and the freedom to perform at the work place is likely to motivate the employees more. A Theory X manager assumes that employees would: seek to be responsible. Theory Y Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. Back in the 1960s companies were becoming extremely interested in how to become profitable through enhanced manufacturing techniques and improved employee motivation. The expenditure of physical and mental efforts in work is as natural as play or rest.
There is simply no use for personal derogatory attacks. Theory X managers and Theory Y managers often see their perceptions of people confirmed. They also believe that employees have the desire to be creative at their work place and become forward looking. This may include a need for status, recognition, fame, prestige, and attention. Warning Your assumptions and how you assess your people's needs and wants will likely be the biggest influencers on your management style. They exercise their physical and mental efforts in an inherent manner in their jobs.
The key is to be a good enough manager that you can effectively take on either style when a situation calls for it. This article describes the McGregor Theory X and Theory Y of. The adaptive manager beats out both the stern and understanding managers every time. Capabilities A democratic leadership style arises on the basis of Theory Y which allows the employees to have a greater say. In fact, this person was a prime example of what many call a toxic leader. These types of workers have a very well developed sense of order, discipline, a moral obligation to work hard, and a sense of cohesion with their fellow workers.
When things go wrong, examine all the factors and take appropriate actions with a positive attitude and an encouraging tone. Theory X is the view that traditional management has taken towards the workforce. Many managers tend towards theory x, and generally get poor results. For Ouchi, Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. McGregor put forth these assumptions, which he believed could lead to more effective management of people in the organization, under the rubric of Theory Y.
Theory Y Theory Y is a bit more complex, as the manager is not entirely in control and thus, feels less like a management style. Therefore, the system of rewards and punishments works best for them. We will only endorse products or services that we believe, based on our expertise, are worthy of such endorsement. 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. Humans need to love and be loved sexually and non-sexually by others. People prefer to be directed.
Video: Theory Y Manager: Characteristics, Overview There are many types of management styles. The latter scenario represents a softer approach that reduces animosity and anxiety. This person would was always enraged when reviewing designs. However, managers and employees who work in this framework do eventually encounter some challenges. The attached li … nk should hopefully provide a graphic representation of this. That is, you cannot use Motivators until all the Hygiene factors are met. In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision making and have some responsibility.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. If this manager asked for a certain typeface, it was quite often the case that upon seeing it, the manager would deny every suggesting it and berate the designers for choosing it. Do you work better when your manager controls every step of your day, or would this drive you crazy? Employees in this setting feel pressured and micromanaged, as they know that they need to perform consistently or risk being replaced. For example, an anorexic may ignore the need to eat and the security of health for a feeling of control and belonging. External control and the threat of punishment are not the only means for bringing about efforts towards.
There is one word to describe Theory X managers: distrust. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten. It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other. You can thank Theory Y for that office ping-pong table. These are two separate set of assumptions of the managers which depict the two models of the motivation of manpower, which are adopted by the managers. Under this theory, the employees are highly self-motivated, and they need little encouragement from upper management to deliver quality results on a day to day basis. Based on the premises concerning human behaviour, Prof.