focuses on positive outcomes, processes, and attributes of organizations and their members. This leadership style is widely used by Theory X managers, who believe that final decisions should be in the hands of the higher-level employees and that a continued focus on the task is compatible with the kind of people they are dealing with.
In his 1960 book, The Human Side of Enterprise, McGregor proposed two theories by which managers perceive and address employee motivation. He referred to these opposing motivational methods as Theory X and Theory Y management. Each assumes that the manager's role is to organize resources, including people, to best benefit the company.
Essentially, Theory X assumes that the primary source of employee motivation is monetary, with security as a strong second. Under Theory X, one can take a hard or soft approach to getting results.
Douglas McGregor Proposed theory "x" and theory "y" to be recognized as motivational theories in developing managerial leadership. Theory X All employees do not want to work other than to maintain a standard of living.
Q.Which of the following statements would a Theory X manager consider to be true?A.The average person can learn to accept and even seek responsibilityB.Employees will shirk responsibilityC.Employees will exercise self-direction if they are committed to the objectivesD.Employees view work as being as natural as play1 more row
In general, Theory X style managers believe their employees are less intelligent, lazier, and work solely for a sustainable income. Management believes employees' work is based on their own self-interest. Managers who believe employees operate in this manner are more likely to use rewards or punishments as motivation.
Theory X managers are likely to believe that employees are lazy, fear-motivated, and in need of constant direction. These managers tend to be more present in entry-level jobs where productivity and process are favored over independence or innovation, but they may show up at any company level and in any industry.
Managers in high-pressure, high-output organisations will tend towards Theory X in order to achieve company goals as efficiently as possible. For example, a manager - let's call them 'X' - needs to reach a certain level of output for their department per month. Anything above this base level output will gain X a bonus.