In this theory, which has been proven counter effective in
most modern practice, management assumes employees are inherently lazy and will
avoid work if they can and that they inherently dislike work. As a result of
this, management believes that workers need to be closely supervised and
comprehensive systems of controls developed. A hierarchical structure is needed
with narrow span of control at each and every level. According to this theory,
employees will show little ambition without an enticing incentive program and
will avoid responsibility whenever they can. According to Michael J. Papa, if the
organizational goals are to be met, theory X managers rely heavily on threat
and coercion to gain their employees' compliance. Beliefs of this theory lead
to mistrust, highly restrictive supervision, and a punitive atmosphere. The
Theory X manager tends to believe that everything must end in blaming someone.
He or she thinks all prospective employees are only out for themselves. Usually
these managers feel the sole purpose of the employee's interest in the job is
money. They will blame the person first in most situations, without questioning
whether it may be the system, policy, or lack of training that deserves the
blame. A Theory X manager believes that his or her employees do not really want
to work, that they would rather avoid responsibility and that it is the
manager's job to structure the work and energize the employee. One major flaw
of this management style is it is much more likely to cause diseconomies of
scale in large business.
THEORY Y
In this theory, management assumes employees may be
ambitious and self-motivated and exercise self-control. It is believed that
employees enjoy their mental and physical work duties. According to them work
is as natural as play. They possess the ability for creative problem solving,
but their talents are underused in most organizations. Given the proper
conditions, theory Y managers believe that employees will learn to seek out and
accept responsibility and to exercise self-control and self-direction in
accomplishing objectives to which they are committed. A Theory Y manager
believes that, given the right conditions, most people will want to do well at
work. They believe that the satisfaction of doing a good job is a strong
motivation. Many people interpret Theory Y as a positive set of beliefs about
workers. A close reading of The Human Side of Enterprise reveals that McGregor
simply argues for managers to be open to a more positive view of workers and
the possibilities that this creates. He thinks that Theory Y managers are more
likely than Theory X managers to develop the climate of trust with employees,
which is required for human resource development. It's human resource
development that is a crucial aspect of any organization. This would include
managers communicating openly with subordinates, minimizing the difference between
superior-subordinate relationships, creating a comfortable environment in which
subordinates can develop and use their abilities. This climate would be sharing
of decision making so that subordinates have say in decisions that influence
them.
McGregor identified individuals based on two theories they
can possibly have, theory X, or theory Y. But Sahin shows a different approach
through his study of the theory. He shows how different styles used upon by
management can vary from both theories.
• When managers
apply Theory Y principles, workers receive independence and responsibility for
work; they receive opportunities to recognize problems and their job will be to
find solutions to them. This results in high-quality relationships.
• In
contrast, theory X managers highlight the close supervision of workers and the
chain of command and motivate subordinates using extrinsic rewards. Therefore,
workers that are overseen by theory X managers tend not to have the most
beneficial relationship with their supervisor. They maintain a distance and
impersonal and low-quality exchange relationships.
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