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Theory X and theory Y
According to McGregor (1969), Theory X and Theory Y explain describe the differences in management styles and the behavior of leadership. He assumed that the leaders in organization have diverse views on the skills and motivation of the members of organization.
Theory X
Theory X is a management style which embodies autocratic leadership approach to leadership. The managers who are categorized as a Theory X leaders in general believe that the subordinates fail to live up to the corporate expectations hence assume that subordinates are just influenced with rewards as well as monetary rather than fulfilling the stated corporate objectives. This theory presumes that employees dislike work and they avoid responsibility, but will always seek directions when possible. The theory therefore requires the managers to be coercive and controlling and also to be ready in punishing the unwanted behaviors (Gitman & McDaniel, 2008, pg 240).
Theory Y
Theory Y is a style of leadership which identifies the employee's personal goals while comparing motivation methods between the personal and the corporate objectives such as what can motivate the employees to excel in their personal lives. The Y theory presumes that people like working; hence the employees...
The theory also presumes that the employees will get motivated by their responsibility in seeking new challenges along with the goals. In this case, employees are therefore seen to exhibit great work morale so that they can exhibit the behaviors that will never call for a constant supervision from the managers allowing employees to achieve the goals of organization without punishment and control (Media & Grace, 2012).
Pros and cons of management style
Management styles
Pros
Cons
Theory X
Theory X works with facts and self-disciplined at their workplaces, they also deliver commitment as compared to Theory Y employees
The management of theory X can lead to punitive atmosphere that has a strong blame in culture. It also tend to suffer from diseconomies of scale since organization keeps on growing forcing an increase in the number of centralized managers needed to control the employees. Theory X deals only with the facts as well as figures and are unhappy employees
Theory Y
It increases the morale of the employees as well as leads to an increase of productivity because the theory lies mostly on the employees who are self-motivated as it encourages…
References
Mcgregor, D. (1969). Douglas Mcgregor's Motivational Theory x Theory y Retrieved November
6, 2012 from http://www.businessballs.com/mcgregor.htm
Media, D., & Grace, N. (2012). The Theory & Practice of Leadership and Management Styles.
Retrieved November 6, 2012, from http://smallbusiness.chron.com/theory-practice-leadership-management-styles-34147.html
Lawrence J. Gitman, Carl McDaniel Retrieved November 6, 2012 from http://books.google.co.ke/books?id=vudfcfnjyu4c&pg=pa240&dq=management+styles+t heory&hl=en&sa=x&ei=viizuofun8oq0aw72oh4cg&ved=0cdoq6aewba#v=onepage&q=
Theory X and Theory Y Select organizational leaders analysis activity current research. Critique leader Douglas MacGregor's Theory X Theory Y Identify proper category leader assessment. Include examples situations actions reflect type leader . Theory X versus Theory Y: Apple vs. Google According to Douglas McGregor' analysis of managerial personality styles, managers fall into two basic 'types,' that of Theory X or Theory Y Theory X managers tend to exert authority through a traditional
Theory X & Theory Y Douglas McGregor's Theory X Theory Y are a set of dichotomous views about human nature that guide management. Theory X holds that humans generally dislike work, are irresponsible and require close supervision to do their jobs; Theory Y holds that humans are generally industrious, creative and able to assume responsibility (eNotes, 2006). These theories are said to guide management styles, because they imply that the role
Douglas McGregor's Theory X and Theory Y The work of Douglas McGregor, the renowned social psychologist at MIT's Sloan School of Management who studied the theoretical foundations of human motivation in the 1960's, was premised on a binary conception of managerial perception known as Theory X and Theory Y According to McGregor, managers practicing Theory X operate under the assumption that employees are inherently lazy and unwilling to pursue greater responsibility,
( Place security above other factors-to reiterate increased pay seemed to be the primary motivational factor in improving work and this was rarely and option, so security was a primary concern but responsibility was not sought. Most lacked the confidence to attempt to obtain higher levels of responsibility. Ultimately most simply followed the rules to ensure they would still have their job on the next pay period. The X theory aspects
Long-Term Employment -- Japanese organizations tend to have longer employee cycles than U.S. companies. Many U.S. companies treat employees as replaceable parts. It is far more cost-effective and efficient to retain expertise than continually retrain. This keeps the knowledge base inside the company. Providing incentives for long-term employment, then, is an essential component of Theory Z Consensual Decision Making -- When employees feel that they have input into decisions that affect
Ramifications of Theory and Personal Management Style: As a manager, one of the most important skills is the ability to recognize differences in various employees. Certainly, in any vocational environment, some employees will fit the classic Theory X model, requiring definite objective standards for performance and constant supervisory attention. However, many individuals do not necessarily function in the manner described by Theory X, in which case, employing that principle and