How would a theory x manager view employees. Essay on What Are the Advantages and Disadvantages of Theory X and Theory Y? 2019-01-13
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Theory X and Theory Y
It can also result in enabling less motivated employees to take advantage of a relaxed work environment. The first section explains the development of Theory X and Theory Y. Many people with low self-esteem will not be able to improve their view of themselves simply by receiving fame, respect, and glory externally, but must first accept themselves internally. Theory Y assumes that employees enjoy a challenge, and strive to add value for the sake of self-worth and a desire to contribute to a community. Lesson Summary Douglas McGregor believed that there were two types of managers: Theory X and Theory Y.
Building on this model, Herzberg coined the term job enrichment to describe the process of redesigning work in order to build in Motivators. A Language difference makes it very difficult to translate the necessary concepts into Spanish. Management believes that employees enjoy their work. Women are better at reading nonverb Definition b. In this case, Mayo and Roethlisberger concluded that the increase in productivity resulted from the supervisory arrangement rather than the changes in lighting or other associated worker benefits.
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. Autocratic and Authoritarian Pessimistic view of employees Micromanages exactly how things get done, rather than being interested in a successful outcome. In a nutshell, it may seem that Maslow, McClelland, Herzberg, and McGregor view motivation from a different perspective. The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. He related Theory X managers to lower order needs in the hierarchy and Theory Y managers to higher order needs. C You will acknowledge that the new person hired is worth more.
Employees can be consulted since individuals are emotionally mature, positively motivated towards their work; and see their own position in the management hierarchy. A self-actualization B social C esteem D psychological E safety Maslow's hierarchy of needs arranges those five needs in which of the following orders? The democratic approach of Theory Y makes people feel comfortable as a result of which they commit themselves wholeheartedly to the organization. Women show greater emotional expression. In his book, The Human Side of Enterprise, he outlined a new role for managers. While our knowledge in this area is still growing, we are certain that any adequate theory of motivation and organization will have to take account of the contingent relationship between task, organization, and people. Sense of competence continues to motivate even when a competence goal is achieved; once one goal is reached, a new, higher one is set. He avoided descriptive labels and simply called the theories Theory X and Theory Y.
McGregor's book, The Human Side of Enterprise 1960 , described Theory X and Theory Y based upon Maslow's original hierarchy of needs. As soon as that need is satisfied, the employees have no additional motivation for coming to work. Theory X managers think that a precious few representatives of humanity have what it takes to lead, and that this sliver of humanity was born with the traits of an effective leader. Solutions Empxtrack offer solutions for talent management. You have worked hard to develop emotional intelligence in your vice-presidents, but believe that some are still struggling.
A It is difficult to apply to the workplace. Beyond this point, the two theories of management diverge. He discovers that he is paid substantially more than his colleagues, even though their jobs and performances are very similar. That is, each approach is effective in some cases but not in others. Theory Y invites renewal processes and motivation can be traced back to the style of leadership. Douglas concluded that managers shaped their behavior towards workers based on either the X or Y views.
Theory X and Theory Y : Theories of employee Motivation
Hygiene factors are needed to ensure an employee is not dissatisfied. Also, participative decision-making may not always be feasible or successful due to the nature of the work or the willingness of the workers. This lesson describes the two types of managers you might have, Theory X and Theory Y. The work itself is tedious and the supervisor is rarely available and only shows up to give reprimands for production shortfalls. A physiological needs B higher-order needs C lower-order needs D none since he is wealthy E the need for achievement What is the major problem with Maslow's hierarchy of needs in organizational behavior? However, McGregor asserts that neither approach is appropriate, since the basic assumptions of Theory X are incorrect. Encouragement and rewards are used rather than control and coercion.
They described supervision in the laboratory as being very participatory. Such an organization need not be coercive or punitive. D He will seek a position within the company commensurate with his pay. Hawthorne also swam competitively for 10 years and taught for two years. Your supervisor has explained your job to you and has indicated that you will have a great deal of control over your job once you become proficient at it. According to the psychological perspective, decision makers are motivated by these needs and decisions are influenced accordingly. As a result, they must be closely controlled and often coerced to achieve organizational objectives.
Instead, he takes Japanese business techniques and adapts them to the American corporate environment. Chaos theory recognizes that change is inevitable and is rarely controlled. Your fellow employees have a terrible work situation. McGregor stressed that Theory Y management does not imply a soft approach. The soft approach results in a growing desire for greater reward in exchange for diminished work output.
