McGregor developed theory X and theory Y to explain motivational behavior in organizations.These theories can be used to analyze and to understand how managers use employees’ levels of motivation in their management principles and in the assignment of tasks. The management principles, decision making and team work is thus founded strongly on the foundational understanding of theory X and Y.
Relevance of Theory X and Theory Y in Workplace
Theory Y principally presumes that employees generally like work and enjoy exercising self-direction, self-regulation and autonomy. The Y theory contends that employees are motivated by constant assignment of tasks and briefing on the progress of the organization . Theory X on the other hand posits that employees do not like work and as such must be reprimanded, threatened and pushed by the management for the tasks and goals in the organization to be accomplished. Based on this assumption, the management style is principally autocratic. Employees also work under pressure from the management and only prefer taking responsibility when such cannot be avoided.
The X-Y theory as developed by McGregor significantly relates to my place of work. My management/situation scores indicate a high preference for the Y-theory and management style. The Y-management style is more popular in my place of work than the X-style of management. The management frequently engages employees in consultations especially in regard to productivity and performance at the work place. The adoption of the Y-style of management in my work environment is more evident in the sense that employees do not work under pressure and close supervision of the management as is the case with the X-theory of management.
The Y-management model dominates the X-model in my work environment. This is significantly reflected in the commitment to the goals of the organization and the strategic productivity plans. This has yielded results as most employees have been able to exploit their full potential. This often results into creativity and innovation that has given my organization a competitive edge over its rivals in the marketplace. This is based on the assumption of the Y-model of management that people are creative and brilliant but are limited by the management structures and conditions within an organization.
Employees of Apple Inc frequently find opportunity to discuss with the management the worries, opinions and suggestions on how to improve performance and increase profit margins. The management on the other hand provides an opportunity for employees to solve the problems that relate to the area of duty. This reflects the adoption of the Y-model of management. This is as a result of the trust of the management that employees are self-motivated and derive a sense of self-fulfillment from the progress of their self-invented solutions to the workplace problems. The use of coercion and constant supervision from the management that features prominently in X-theory type of managers is thus not common in my place of work.
My personal preference and management style scores indicate strong preference for Y-theory of management. My manager has used this to develop my skills and that of most employees in Apple Inc. In general terms, the management of my organization apply a mix of X and Y-models of management. Weisbord posits that this enhances demonstration of leadership capabilities within each leadership style. Besides, this integrated approach has enhanced satisfaction of the diverse needs of employees at Apple Inc leading to its sustained productivity.
Conclusion
In conclusion, most employees in various organizations generally have a preference for the Y-style of management. This is because of the pressures and the strictness that is associated with the X-style of management. However, successful management and leadership that promote team work in organizations should be based on the use of X or Y-model based on an objective assessment of the needs of employees.
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