Theory-X-and-Theory-Y

TheoryXInthistheory,whichmanymanagerspractice,managementassumesemployeesareinherentlylazyandwillavoidworkiftheycan.Theyinherentlydislikework.Becauseofthis,workersneedtobecloselysupervisedandcomprehensivesystemsofcontrolsdeveloped.Ahierarchicalstructureisneededwithnarrowspanofcontrolateachandeverylevel.Accordingtothistheory,employeeswillshowlittleambitionwithoutanenticingincentiveprogramandwillavoidresponsibilitywhenevertheycan.iftheorganizationalgoalsaretobemet,theoryXmanagersrelyheavilyonthreatandcoerciontogaintheiremployee'scompliance.Beliefsofthistheoryleadtomistrust,highlyrestrictivesupervision,andapunitiveatmosphere.TheTheoryXmanagertendstobelievethateverythingmustendinblamingsomeone.Heorshethinksallprospectiveemployeesareonlyoutforthemselves.Usuallythesemanagersfeelthesolepurposeoftheemployee'sinterestinthejobismoney.Theywillblamethepersonfirstinmostsituations,withoutquestioningwhetheritmaybethesystem,policy,orlackoftrainingthatdeservestheblame.ATheoryXmanagerbelievesthathisorheremployeesdonotreallywanttowork,thattheywouldratheravoidresponsibilityandthatitisthemanager'sjobtostructuretheworkandenergizetheemployee.OnemajorflawofthismanagementstyleisitismuchmorelikelytocauseDiseconomiesofScaleinlargebusinesses.TheoryYInthistheory,managementassumesemployeesmaybeambitiousandself-motivatedandexerciseself-control.Itisbelievedthatemployeesenjoytheirmentalandphysicalworkduties.Giventheproperconditions,theoryYmanagersbelievethatemployeeswilllearntoseekoutandacceptresponsibilityandtoexerciseself-controlandself-directioninaccomplishingobjectivestowhichtheyarecommitted.ATheoryYmanagerbelievesthat,giventherightconditions,mostpeoplewillwanttodowellatwork.Theybelievethatthesatisfactionofdoingagoodjobisastrongmotivation.ManypeopleinterpretTheoryYasapositivesetofbeliefsaboutworkers.TheythinksthatTheoryYmanagersaremorelikelythanTheoryXmanagerstodeveloptheclimateoftrustwithemployeesthatisrequiredforhumanresourcedevelopment.It'sherethroughhumanresourcedevelopmentthatisacrucialaspectofanyorganization.Thiswouldincludemanagerscommunicatingopenlywithsubordinates,minimizingthedifferencebetweensuperior-subordinaterelationships,creatingacomfortableenvironmentinwhichsubordinatescandevelopandusetheirabilities.Thisclimatewouldincludethesharingofdecisionmakingsothatsubordinateshavesayindecisionsthatinfluencethem.TheoryXandTheoryYcombinedTheoryXandYarenotdifferentendsofthesamecontinuum.Rathertheyaretwodifferentcontinuainthemselves.Thus,ifamanagerneedstoapplyTheoryYprinciples,thatdoesnotprecludehimfrombeingapartofTheoryX&Y.