Theory Z assumes that workers tend to want to build co-operative and intimate working relationships with those that they work for and with, as well as the people that work for them. Theory X and Theory Y Understanding Team Member Motivation What motivates employees to go to work each morning? The Managing of Police Organizations, Second Edition. Theory Y Traits McGregor proposed Theory Y assumptions about human nature as an alternative to Theory X. Massachusetts Institute of Technology, Department of Economics and Social Science. McGregor makes the point that a command-and-control environment is not effective because it relies on lower needs for motivation, but in modern society those needs are mostly satisfied and thus are no longer motivating.
People are capable of using these abilities to solve an organizational problem. On one hand, the working environment in Wipro Technologies is flexible and employees are given liberty to complete the project on time. Theory X and Y are dependent on the job requirements also. 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. Many people get great satisfaction from their work and take great pride in it; Others may view it as a burden, and simply work to survive. Theory Y managers tries to maximize organizational growth to promote self esteem, confidence, achievement, respect of others, and respect by others.
He was very interested in scientific management and modern management, in particular the leadership styles and the influence and effects. As such, it is these higher-level needs through which employees can best be motivated. In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. Which theory do you subscribe to? Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of and encourages workers to approach tasks without direct. They dislike responsibility and therefore like to be directed. New York: McGraw-Hill Book Company.
Also, Theory Z workers have a high need to be supported by the company, and highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself. Theory Z stresses the need to help workers become generalists, rather than specialists. If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. . Humans expend the same amount of physical and mental effort in their work as in their private lives.
How to cite this article: van Vliet, V. Here the focus is on ensuring that your company has a strong set of values, and offers long-range approach to and a highly participatory style of management. But in both cases it seems that the managers would still retain a great deal of control. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc. Next, the management directs the efforts of the employees and motivate and control their actions, to make them work as per the needs of the organisation. The managers influenced by Theory X believe that everything must end in blaming someone.
The result of this line of thought is that Theory X managers naturally adopt a controlling style based on the threat of punishment. Dependent upon the situation, a leader may succeed or fail. In addition to their preference for a certain leadership style and the work that has to be done, a manager will either opt for Theory X or Theory Y. Theory Z was focused on the idea of increasing employee loyalty and motivation through creating an environment with a focus on the well-being of the employee and increased employment stability and guarantees of long term employment. The result was Theory Z—a development beyond Theory X and Theory Y that blended the best of Eastern and Western management practices. First he earned his master M. Conditions of effective leadership in the industrial organization.
Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop. Average humans, under the proper conditions, will not only accept, but even naturally seek responsibility. There are two categories of leadership — the classical organization theory existed till 1950 and non classical organization theory used at present, formed as a result of criticism of classical organization theory. Based on the premises concerning human behaviour, Prof. It is management's main task in such a system to maximise that commitment. In 9 out of 10 cases, the employer or leader determines the way workers behave. But they'll commit themselves only to the extent they can see ways of satisfying their ego and development needs.
Maslow believed the ideal organization would harness the human drive for self-transcendence, as well as the motivations of his original pyramid. Theory Z is a mix of practices, which ensure a healthy blend of systems and the freedom to perform at the work place is likely to more. In the 20th century, Theory X management style dominated many businesses where the managers perceived that the employees had the above-described traits. Theory X and Theory Y represent two sets of assumptions about human nature and human behavior that are relevant to the practice of management. They also believe that the satisfaction of doing a good job is a strong motivation in itself. Contrasted with Theory X, Theory Y is a more dignified and enlightened management style.
Second, the effect of Theory X and Theory Y on management functions is discussed. Workers tend to desire more responsibility than Theory X workers, and have strong desires to participate in the decision making process. 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. Because people dislike work they have to be coerced or controlled by management and threatened so they work hard enough. His theory is based on managerial views of human beings.
Little to no direction is required. 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. Wes has just written a book called Your Team Can Soar! The most important reward: satisfaction of their own ego needs. When properly motivated through rewards they are self- controlled and seek responsibility. However, there should be formalized measures in place to assess work quality and performance. Theory Z builds on Theory Y of motivation at the work place. The hard approach depends on close supervision, intimidation, and immediate punishment.