X versus Y !!! Who wins??

Another interesting session by Dr Mandi .There were two variables written on board which gave a feeling of algebra class. But these variable had properties of manager and this time the we had been given a scenario of two managers X and Y  contrasting the perceptions these managers hold on their employees, not the way they generally behave.

The Theory X and Theory Y are theories for human force motivation by human motivation created and developed by Douglas McGregor .It have been used in human resource management, organizational behavior ,organizational communication and organizational development .They describe two contrasting models of workforce motivation . It is attitude not attributes.

 

  There are mainly 4 cases-

1) Theory X Manager assume LAZY workers as LAZY and make them work
2) Theory X Manager assume MOTIVATED workers as LAZY and make them work.
3) Theory Y Manager assume LAZY workers as  MOTIVATED  and make them work
4) Theory Y Manager assume MOTIVATED  workers as MOTIVATED  and make them work

THEORY X:- (results oriented) The Theory X manager tends to believe that everything must end in blaming someone. Theory X is an authoritarian style where the emphasis is on “productivity, on the concept of a fair day's work, on the evils of feather-bedding and restriction of output, on rewards for performance . With Theory X assumptions, management's role is to coerce and control employees.

• People have an inherent dislike for work and will avoid it whenever possible.
• People must be coerced, controlled, directed, or threatened with punishment in order   to get them to achieve the organizational objectives.
• People prefer to be directed, do not want responsibility, and have little or no ambition.
• People seek security above all else.

THEORY Y:- (Participative Management)A Theory Y manager believes that, given the right conditions, most people will want to do well at work. With Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals.

• Work is as natural as play and rest.
• People will exercise self-direction if they are committed to the objectives (they are NOT lazy).
• Commitment to objectives is a function of the rewards associated with their achievement.
• People learn to accept and seek responsibility.
• Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem
• People have potential.
• Management assumes employees may be ambitious and self-motivated and exercise self-control.

 There are mainly 5 points on which differentiation can be made:-

Although Theory X management style is widely accepted as inferior to others, it has its place in large scale production operation and unskilled production-line work. Many of the principles of Theory Y are widely adopted by types of organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professional services. Professional service organizations naturally evolve Theory Y-type practices by the nature of their work; Even highly structure knowledge work, such as call center operations, can benefits from Theory Y principles to encourage knowledge sharing and continuous improvement.

“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” 
― John C. Maxwell