What motivates us to go for work every morning. for some of us working is a passion and give them pride and for some of us it is a burden and a need of survival.
Many have studied this area and given management theories about it. One of the theory was given by Douglas Mcgregor in 1960s on human motivation and management: Theory X and Theory Y.
The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. By understanding how your assumptions about employees motivation can influence your management style, you can adapt your approach appropriately, and so manage people more effectively.
Your management style is influenced by your beliefs and assumptions about your team. If you think your team members are lazy and reluctant towards work you will tend to adopt authoritative management style but it team members are energetic and self motivated you will adopt cooperative management style.
Theory X:
Theory X assumes that workers are unmotivated and dislike working, in this situation management will be authoritative and will intervene to get things done. Management will have following assumptions about workers:
Many have studied this area and given management theories about it. One of the theory was given by Douglas Mcgregor in 1960s on human motivation and management: Theory X and Theory Y.
The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. By understanding how your assumptions about employees motivation can influence your management style, you can adapt your approach appropriately, and so manage people more effectively.
Your management style is influenced by your beliefs and assumptions about your team. If you think your team members are lazy and reluctant towards work you will tend to adopt authoritative management style but it team members are energetic and self motivated you will adopt cooperative management style.
Theory X:
Theory X assumes that workers are unmotivated and dislike working, in this situation management will be authoritative and will intervene to get things done. Management will have following assumptions about workers:
- Workers are lazy
- Avoid responsibility and needs to be directed
- Have to controlled, forced and threatened to get things done.
- Needs to be supervised and each step
- Needs to be motivated to produce results; otherwise they will have no ambition and incentive
X type organizations tend to be top heavy and supervision is required at each step.Workers are in fact usually the minority but large in numbers, such as large scale production organizations. Theory X may be required and unavoidable.
Theory Y:
Theory Y supports a participative style of management, and believes that workers are happy to work, creative, self-motivated and takes responsibility. Management will have following assumptions about workers:
Although theory X has accepted as inferior by many but it has large place in production, manufacturing and operation industries, where unskilled manforce is involved. Many of the principles of theory Y is adopted by many organizations as it encourages employees participation. It is suited to knowledge work and professional services. These kind of organizations will naturally involve theory Y practices by the nature of their work. Even highly structured organizations like call center can be benefited with theory Y practices to encourage knowledge sharing and continuous improvement.
- Take responsibility and motivated for the work given.
- seek and accept responsibility and don't need direction.
- Consider work as part of life and solve work problems imaginatively.
Although theory X has accepted as inferior by many but it has large place in production, manufacturing and operation industries, where unskilled manforce is involved. Many of the principles of theory Y is adopted by many organizations as it encourages employees participation. It is suited to knowledge work and professional services. These kind of organizations will naturally involve theory Y practices by the nature of their work. Even highly structured organizations like call center can be benefited with theory Y practices to encourage knowledge sharing and continuous improvement.
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