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x= people are lazy and must be motivated and closely supervised
Y= people want to do a good job, try to avoid doing things thad kill that motivation.
A theory X manager with theory Y subordinates will soon beat the motivation out of them, thus proving to himself that he was right all along.
A theory Y manager will eventually figure out that a theory X subordinate thinks all people are lazy because that subordinate is lazy himself.
Thus, teams are best structured with all X of all Y types. The Y teams will consistently outperform the X teams.
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4 Discuss the assumption of Douglas Mc Gregor Theory X and Theory Y?
x assumes employees are unmotivated etc and have to be handled with severity like prison inmates Y assumes employees want to be productive, helpful and creative and can be managed to maximize these efforts. A theory X manager will soon beat the motivation out of a theory Y worker, thus proving to himself that X was right all along. A theory Y manager will eventually figure out that a theory X worker believes people are unmotivated because the worker himself is unmotivated. Thus, it is better for work teams to be all X or all Y. Given that, the Y teams will out produce the X teams.
The theory that encourages a more holistic approach to viewing management as a function within the context of the border organization is?
Theory x and y
What is the different management of theories?
There are various People Management Theories. Some are:Maslow's hierarchy of needs theoryAccording to this theory, people have layers of needs, and until the lower-layer needs are satisfied, they will not move to satisfy the upper-layer needs. For example, if you are unemployed and broke, and as a result your very survival is in danger, you don't care about buying health insurance or life insurance or dating to look for a life partner.Herzberg's motivation-hygiene theoryThis theory classifies the factors needed to motivate people into two categories: hygiene factors and motivating factors. Hygiene factors are necessary for motivation but not sufficient; they do not bring satisfaction, but they prevent dissatisfaction. Some examples are compensation; company policies; level of supervision or ownership of the assigned work; relationship with superiors, subordinates, and peers; and working conditions. Motivating factors are factors that bring (or increase) job satisfaction. Some examples are challenging work assignment, opportunity for career advancement and accomplishments, opportunity for growth, sense of responsibility, and recognition.McGregor's X-Y theoryAccording to McGregor, there are the following two types of managers:• Theory X managers - These managers believe that most of the people are self-centered, are only motivated by their physiological and safety needs, and are indifferent to the needs of the organization they work for. They (usually the team) lack ambition and have very little creativity and problem-solving capacity. As a result, they dislike their work and will try to avoid it. They will also avoid taking responsibility and initiative. There is one word to describe Theory X managers: distrust. They distrust their employees. These managers, therefore, tend to be authoritarian.• Theory Y managers - As opposed to Theory X managers, Theory Y managers trust their employees. They believe that most of the people are high performers in a proper work environment. This is because most of the people are creative and committed to meeting the needs of the organization they work for. Theory Y managers also believe that most people like to take responsibility and initiative and are self-disciplined. Finally, they also believe that most people are motivated by all levels of needs in the Maslow's hierarchy of needs. These managers tend to provide more freedom and opportunity for career growth.etc
Why would a Theory Y manager be more likely to use Maslow's Hierarchy of Needs to motivate employees?
He wouldn't try to motivate employees at all. This is because a Theory Y manager believes his employees are already self-motivated. He would focus on identifying and correcting any conditions that may destroy employee motivation.An understanding of Maslow's work may help him identifying de-motivators. For example, dangerous working conditions trigger low-level needs for safety (on Maslow's scale). He would want to fix such a de-motivator so that employees can focus on satisfying higher levels needs that lead to positive behavior.
What are the different management theory?
Recent Developments in Management Theory Under this category of theory are the Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building theory. The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as having inputs (e.g., resources such as raw materials, money, technologies, people), processes (e.g., planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e.g., enhanced quality of life or productivity for customers/clients, productivity). Systems share feedback among each of these four aspects of the system. 18 The Systems Theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. The effect of systems theory in management is that it helps managers to look at the organization more broadly. It has also enabled managers to interpret patterns and events in the workplace - i.e., by enabling managers to recognize the various parts of the organization, and, in particular, the interrelations of the parts. The situational or contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it is the approach that "it depends". For example, if one is leading troops in Iraq, an autocratic style is probably best. If one is leading a hospital or University, a more participative and facilitative leadership style is probably best. The Chaos theory is advocated by Tom Peters (1942). As chaotic and random as global events seem today, they are equally chaotic in organizations. Yet for many decades, managers have acted on the basis that organizational events can always be controlled. Thus, a new theory, known as chaos theory, has emerged to recognize that events are rarely controlled. Chaos theorists suggest that systems naturally go to more complexity, and as they do so, they become more volatile and must, therefore, expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. It will need an effective manager for the latter worst scenario not to happen. 19 The last management theory is the Team Building approach or theory. This theory emphasizes quality circles, best practices, and continuous improvement. It is a theory that mainly hinges on reliance on teamwork. It also emphasizes flattening of management pyramid, and reducing the levels of hierarchy. Finally, it is all about consensus management - i.e., involving more people at all levels in decision-making. Other Management Theories In this category are the works of Edward W. Deming and Douglas McGregor. Edward Deming is the founder of modern quality management and is regarded by the Japanese as the key influence in their postwar economic miracle. He postulated several assumptions: create constancy of purpose for continual improvement of products and service; adopt the new philosophy created in Japan; cease dependence on mass inspection; build quality along with price; improve constantly and forever every process planning, production, and service; institute modern methods of training on-the-job for including management; adopt and institute leadership aimed at helping people to do a better job; drive out fear, encourage effective two-way communication; breakdown barriers between departments and staff areas; eliminate exhortations for the workforce - they only create adversarial relationships; eliminate quotas and numerical targets; remove barriers to pride of workmanship, including annual appraisals and Management by Objectives; encourage education and self-improvement for everyone; and define top management's permanent commitment to everimproving quality and productivity and their obligation to implement all these principles. Douglas McGregor (1906-1964) postulated management ideas as contained in "Theory X" and "Theory Y". Using human behavior research, he noted that the way an organization runs depends on the beliefs of its managers. 20 "Theory X" gives a negative view of human behavior and management that he considered to have dominated management theory from Fayol onwards - especially Taylorism. It also assumes that most people are basically immature, need direction and control, and are incapable of taking responsibility. They are viewed as lazy, dislike work and need a mixture of financial inducements and threat of loss of their job to make them work ('carrot and stick' mentality). "Theory Y", the opposite of "Theory X", argues that people want to fulfill themselves by seeking self-respect, self-development, and self-fulfillment at work as in life in general. The six basic assumptions for 'Theory Y' are: work is as natural as play or rest - the average human being does not inherently dislike work, whether work is a source of pleasure or a punishment (to be avoided) depends on nature of the work and its management. Second, effort at work need not depend on threat of punishment - if committed to objectives then selfdirection and self-control rather than external controls. Third, commitment to objectives is a function of the rewards associated with their achievement. Satisfaction of ego and self-actualization needs can be directed towards the objectives of the organization. Fourth, the average human being learns, under proper conditions, not only to accept but to seek responsibility. Fifth, high degrees of imagination, ingenuity and creativity are not restricted to a narrow group but are widely distributed in the population. Lastly, under the conditions of modern industrial life, the intellectual potentials of the average human being are being only partly utilized. There is, however, one theory or approach, the quantitative approach that is hardly used and known by managers. It emerges from operations research and management science. It is a mathematical and statistical solution to problems using optimization models, and computer simulations. It is most effective 21 management decision-making rather than managerial behavior. The management theories that have been discussed, important as they are, have to be translated in practice by managers.
Difference between mcgregor theory x and theory y?
McGregor's Theory X suggests that employees are lazy, need to be micromanaged, and prefer to be directed rather than take initiative. In contrast, Theory Y posits that employees are inherently motivated, responsible, and seek out challenges in their work. Theory Y aligns more with a participative management style, while Theory X is more authoritarian.
Compare the assumptions Theory X makes about workers with those of Theory Y How do these different assumptions influence management styles?
The assumption that Theory X and Theory Y about workers influences management styles. The assumptions of these two theories differ from employee motivation as well as satisfying employees' needs.
What is theory X theory Y?
Theory X and Theory Y are two contrasting management theories proposed by Douglas McGregor in the 1960s. Theory X assumes that employees are inherently lazy and need to be closely controlled and directed. Theory Y, on the other hand, assumes that employees are self-motivated and can be trusted to take initiative and responsibility in their work.
What is different between absolute and percentage change?
If a variable goes from X to Y, change = Y-X.The absolute change = Y-X or X-Y, whichever is positive.The percentage change = 100*Change/X = 100*(Y-X)/X or 100*(Y/X - 1)
What is the dimensional formula of theory of relativity?
I*I = x*x + y*y + z*z - t*t
What are the examples of Theory X in management?
example of theory X is the toyota company example of theory Y is Google company Ashraf
Is there a relationship between X and Y?
if X lies between 6&12 and Y lies between 24&36 the Y/X will ie between
4 Discuss the assumption of Douglas Mc Gregor Theory X and Theory Y?
x assumes employees are unmotivated etc and have to be handled with severity like prison inmates Y assumes employees want to be productive, helpful and creative and can be managed to maximize these efforts. A theory X manager will soon beat the motivation out of a theory Y worker, thus proving to himself that X was right all along. A theory Y manager will eventually figure out that a theory X worker believes people are unmotivated because the worker himself is unmotivated. Thus, it is better for work teams to be all X or all Y. Given that, the Y teams will out produce the X teams.
Distinguish between mc gregor's theory x and theory y?
McGregor's Theory X posits that employees inherently dislike work, avoid responsibility, and need to be closely monitored and controlled. On the other hand, Theory Y suggests that employees are motivated, enjoy work, seek out responsibility, and can be creative when given the opportunity. Theory X is more pessimistic and traditional, while Theory Y is more positive and modern in its approach to managing employees.
What is the answer of x and y?
in mathematics x and y could mean different things. x and y are just simply terms that represents and unknown number. when you use x and y in different occasions they represent different things. algebra is when you use x and y.
What is the criticism of theory x and theory y?
One criticism of McGregor's Theory X is that it creates diseconomies of scale in large applications. One criticism of McGregor's Theory Y is that it may not be possible for the superior-subordinate relationship to flower organically.
What happens to z when x is doubled and y stays the same?
That would depend on the relationship between x, y, and z.That would depend on the relationship between x, y, and z.That would depend on the relationship between x, y, and z.That would depend on the relationship between x, y, and z.
