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Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and ...
Managers tend to believe one or the other and treat their employees accordingly. Theory X states that employees dislike and try to avoid work, so they must be coerced into doing it. Most workers do not want responsibilities, lack ambition, and value job security more than anything else. [2]
Having an attitude that workers generally lack motivation, enjoyment, and responsibility in their work is a manager that subscribes to Theory X. Having an attitude that workers are content, motivated, and long for responsibility is manager that subscribes to Theory Y. [9] He is responsible for breaking down previous management styles with The X ...
Theory X also postulates that people must be compelled through force, intimidation, or authority, and controlled, directed, or threatened with punishment in order to get them to accomplish the organizational needs. [9] In the minds of authoritarian leaders, people who are left to work autonomously will ultimately be unproductive.
Without it, workers may become unwilling to work. This is considered the more conventional theory and results in management styles that have high degrees of control over employees. Theory Y conversely suggests that it is human nature to be motivated by objectives and gain satisfaction through the completion of work. [2]
Just as research has shown that corporate jargon is isolating young workers because they don’t know the meaning of phrases like “deep dive”, it won’t be long until Gen X managers feel left ...
Political scholar James MacGregor Burns first developed his typology of leadership in his 1978 book Leadership. [2] He built on the work of German sociologist Max Weber's rational-legal model of authority in the context of organizational theory, conceptualizing leadership as a power-imbalanced social contract between leaders and subordinates, each of whom has specific goals that may be shared ...
Taylor's basic theory of motivation, is that workers are motivated by money. He viewed employees not as individuals, but as pieces of a larger workforce; in doing so his theory stresses that giving employee's individual tasks, supplying them with the best tools and paying them based on their productivity was the best way to motivate them.