Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach.
An office with sleep pods, the latest PlayStation consoles, work-from home options, informal dress code and office happy hours — sounds like an employee dream?
McGregor called this Theory Y. Theory X assumes that people dislike work and are not motivated to do a good job. Read on to understand each one and find the right fit for your organization. In order to achieve the most efficient production, a combination of both theories may be appropriate.
In contrast, Theory Y states that people enjoy the creativity of their jobs and the potential to contribute to the decision-making process in their workplace.
Theory Y organizations also give employees frequent opportunities for promotion.
Theory Y Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. But can it really get work done at your organization? This links to physiological needs money and sustenance and safety job security.
And what about Theory Z of motivation? This builds on the needs exhibited by Theory Y employees. Employees can be motivated to complete the task at hand, but to do it to the best of their ability and in the most innovative and efficient manner, they need to be inspired by your managers.
These managers tend to blame your employees in most situations, without questioning the existing systems, policies, or lack of training ; which could be the real cause of failures. Choosing a management style[ edit ] For McGregor, Theory X and Theory Y are not opposite ends of the same continuum, but rather two different continua in themselves.
Authority is rarely delegated, and control remains firmly centralized. Self-motivated to complete their tasks.
These theories continue to be important even today. Thus, your managers need to understand if they should operate at: Do you believe that they get great satisfaction from their work and take pride in doing the best possible job? Level two Theory Y where the focus is on letting your employees achieve their personal and professional goals by trusting in their judgement and sincerity towards the job.
We think that the more you practice theory Z of employee motivation; the closer you are to effective Talent Management. Managers who follow this style of leadership allow for democratic votes on decisions and encourage discussions so that people can reach a consensus.
Taken too literally, Theories X and Y seem to represent unrealistic extremes.
The Theories X, Y and Z, describe very different attitudes towards motivation at the workplace. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves.
This style of management assumes that workers: Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching-based relationship. More involved in decision making. Avoid responsibility and need constant direction.
The approach that you take will have a significant impact on your ability to motivate your team members.
According to McGregor, organizations with a Theory X approach tend to have several tiers of managers and supervisors to oversee and direct workers. Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
Have to be controlled, forced and threatened to deliver work. Multinationals are striving to move away from it as this motivational method can almost be stifling, especially for the growing millennial population. Managers tend to follow one of these approaches in their everyday struggle to motivate their teams.
Theory X managers believe all actions should be traceable to the individual responsible. An organization with this style of management is made up of several levels of supervisors and managers who actively intervene and micromanage the employees.
A Theory X manager believes that it is his job to structure the work and energize their employees. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff.
This style of management assumes that workers are: These assumptions about your team members can have a significant influence on how you manage them. Managers who follow this theory are autocratic in style and enforce rigid working procedures.Theory Z is a name for various theories of human motivation built on Douglas McGregor's Theory X and Theory Y.
Theories X, Y and various versions of Z have been used in human resource management, organizational behavior, organizational communication and organizational development. Theory X and Theory Y were first explained by McGregor in his book, 'The Human Side of Enterprise,' and they refer to two styles of management – authoritarian (Theory X) and participative (Theory Y).
Aug 14, · A manager who embraces Theory X will tend to adopt an authoritarian management style, whereas a manager who accepts Theory Y will be likely to adopt a participatory and empowering style.
Ouchi’s Theory Z/5(8). Get an answer for 'Compare the Theory X, Theory Y, and Theory Z assumptions of human relations.' and find homework help for other Business questions at eNotes.
May 08, · In management, X, Y and Z are theories of human motivation relating to Maslow’s hierarchy of needs and how human behavior and motivation are factors in productivity. Much after the propositions of theories X and Y by McGregor, the three theorists- Lyndall Fowner Urwick (March 3, - Dec.
), Rangnekar and William G. Ouchi (born in ) propounded the third theory labelled as Z theory.Download