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OUTLINE INTRODUCTION Existing: The short introduction gives a brief description of what Theory X and Theory Y are and give details about Douglas McGregor, the developer of the theories of management. Additions: No major additions are necessary, but minor changing of wording and grammar could provide more clarity. Vermeeren, B., B. Kuipers, and B. Steijn. "Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance." Review of Public Personnel Administration 34.2 (2013): 174-95

THEORY X Existing material: Gives minor details and explanation about the basic assumptions, characteristics, and overall ideology of Theory X. There was no citation used for this section: "Theory X portrays the idea that workers of a corporation or establishment have little to no aspiration to climb the positional ladder. Employees that follow the Theory X protocol are generally unmotivated to succeed in the workplace, and lack leadership skills. Because of this, 'Theory X' managers or "higher-ups" must be involved in every aspect of the work at hand when 'Theory X' employees are at practice. This also brings to light the lack of detailed and possibly quality of work that 'Theory X' staffers produce on their own. When 'Theory X' is conducted, it can unfortunately result in an untrustworthy work atmosphere. The 'Theory X' manager believes that all actions should be traced and the responsible individual given a direct reward or a reprimand according to the action's outcomes. This managerial style is more effective when used to motivate a workforce that is not inherently motivated to perform. It is usually exercised in professions where promotion is infrequent, unlikely or even impossible and where workers perform repetitive tasks. This type of work place directly reflects a "glass ceiling" like effect among the company or place of work. A direct flaw of this management style is that it limits the employee's potential and discourages creative thinking. However, with a multitude of possibly more negative aspects, Theory X also brings about many benefits. Among these positive attributes is the consistency of work. Although managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow. Theory X can also benefit a work place that is more suited towards an assembly line or manual labor type of occupation. Utilizing theory X in these types of work conditions allow the employee to specialize in a particular area allowing the company to mass produce more quantity and higher quality work, which in turns brings more profit. A prime example of 'Theory X' in action can be seen at the Apple headquarters in Cupertino, California. Apple employs workers who are trained in a specific area of technonolgy that will directly benefit the production line of of Apple and Macintosh products. Though these Apple employees have an extensive knowledge of their work, they are still overseen by supervisors who keep the services "in line" and in check. Additions: Add more cited material. Add some benefits of Theory X to keep neutral standpoint........ An example of a workplace that best utilizes Theory X: Apple Headquarters "The Impact of Theory X, Theory Y and Theory Z on Research Performance: An Empirical Study from A Turkish University." International Journal of Advances in Management and Economics Bobic, Michael, and William Eric Davis. "A Kind Word For Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail." Journal Of Public Administration Research & Theory 13.3 (2003): 239. Business Source Complete

THEORY Y Existing: The section give minor explanation of the basic assumptions of Theory Y. No citations were used. Additions: Expand on basic assumptions of Theory Y. Add some disadvantages to keep neutral. An example of a workplace that best utilizes Theory Y: academia Rains, S., and N. Fortney. "What Is Lacking in Theory Y?" NASSP Bulletin 63, no. 427 (1979): 16-19. Sage Journals. John J. Morse and Jay W. Lorsch, "Beyond Theory Y," Harvard Business Review, May-June 1970, pp. 61-68. "The Impact of Theory X, Theory Y and Theory Z on Research Performance: An Empirical Study from A Turkish University." International Journal of Advances in Management and Economics

SYNTHESIS OF THEORY X AND THEORY Y (Rename to “Theory X and Theory Y in Practice”) Existing: The section gives light to the about the operation of the theories. It suggests that in order to achieve the most efficient production, a combination of both theories may be appropriate. There is also a reference that a manager will need to take both approaches depending on the evolving circumstances (internal and external) and personalities. However, the section lacks to explain how “internal and external personalities” influence. There is also a small subsection of the LMX theory that emerges from McGregor’s concept. LMX Theory- a subsection that expands another management theory where the relationship between supervisors and subordinates is important in organizational structures. Therefore, LMX theory can be practiced easier with theory Y management rather than theory X. Adding: Truckenbrodt, Yolanda B. "THE RELATIONSHIP BETWEEN LEADER-MEMBER EXCHANGE AND COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Summer 2000, 233-44. Raczkowski, Konrad. Public Management. [Electronic Resource] : “Theory And Practice.” n.p.: Cham : Springer International Publishing : Imprint: Springer, 2016., 2016. Texas State - Alkek Library's Catalog. Web. 28 Mar. 2016. Additions: First, we intend to change the title to give a better more holistic understanding of the what the section tries to articulate. We will expand information about applying the theories into practice, the similarities between the two theories, as well as how other management theories that can relate to McGregor’s Theories. Secondly, we intend to removed the LMX theory subtopic and replace with information for the ‘Contingency Theory’-- a theory that emerged from utilizing the best kind of management theory depending on the workplace. Then, we will use the information about LMX theory and Military “Command and Control” practices as examples for the operating with Theory X and Theory Y to give a better understanding about applying the theories into practice Rains, S., and N. Fortney. "What Is Lacking in Theory Y?" NASSP Bulletin 63, no. 427 (1979): 16-19. Sage Journals. 1."The Impact of Theory X, Theory Y and Theory Z on Research Performance: An Empirical Study from A Turkish University." International Journal of Advances in Management and Economics Arslan, Aykut, and Selva Staub. "Theory X and Theory Y Type Leadership Behavior and Its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District." Lorinkova, N. M., M. J. Pearsall, and H. P. Sims. "Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams." Academy of Management Journal 56.2 (2012): 573-96.

(McGregor and Maslow’s Hierarchy)McGregor's management theories closely relate to Maslow's Hierarchy of Needs, a model in which motivation is used to achieve higher level psychological needs after basic safety needs are met. The notion that the ultimate human need is self-actualization coincides with McGregor's Theory Y assumptions that humans are motivated by self-direction. With the adoption of Theory Y practices, an organization could create symbiotic relationships between the managers and workers, thus creating an environment where workers can achieve Maslow's needs for self-actualization and esteem. In contrast, managers that adopt Theory X do not cultivate an environment for workers to he motivated to fulfill higher needs.

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ALSO SEE Theory Z

Scientific Management

Contingency Theory

New Theory X
Theory X is based on pessimistic assumptions of the average worker. This management style(?) supposes that the average employee has little to no ambition, shies away from work or responsibilities, and is individual-goal oriented. Generally, Theory X style managers believe their employees are less intelligent than the managers are, lazier than the managers are, or work solely for a sustainable income. Due to these assumptions, Theory X concludes the average workforce is more efficient under “hands-on” approach to management (sorensen). The 'Theory X' manager believes that all actions should be traced and the responsible individual given a direct reward or a reprimand according to the action's outcomes. This managerial style is more effective when used to motivate a workforce that is not inherently motivated to perform. It is usually exercised in professions where promotion is infrequent, unlikely or even impossible and where workers perform repetitive tasks. According to Douglas McGregor, there are two opposing approaches to implementing Theory X; the “hard” approach and the “soft” approach. The hard approach depends on close supervision, intimidation, and imminent punishment. This approach generally yields a hostile, minimally cooperative work force that could harbor resentment towards management. The soft approach is the literal opposite, characterized by leniency and less strictly regulated rules in hopes for high workplace moral and therefore cooperative employees. Implementing a system that is too soft could result in an entitled, low-output workforce. McGregor believes both ends of the spectrum are too extreme for efficient real world application (NetMBA). Instead, McGregor feels that somewhere between the two approaches would be the most effective implementation of Theory X.

New Theory Y
“Theory Y is almost in complete contrast to that of Theory X”. Theory Y cultivates that the people in the work force are internally motivated, enjoy their labor in the company, and work to better themselves without a direct “reward” in return. Theory Y employees are considered to be one of the most valuable assets to the company, and truly drive the internal workings of the corporation. Also, Theory Y states that these particular employees thrive on challenges that they may face, and relish on bettering their personal performance. Workers additionally tend to take full responsibility for their work and do not require the need of constant supervision in order to create a quality and higher standard product. Because of the drastic change compared to the “Theory X” way of directing, “Theory Y” managers gravitate towards relating to the worker on a more personal and relatable level, as apposed to a more conductive and teaching based relationship. This quantifies that Theory Y followers may have a better relationship with their higher ups, as well as potentially having a healthier atmosphere in the work place. In comparison to “Theory X”, “Theory Y” adds more of a democratic and free feel in the work force allowing the employee to design, construct, and publish their works in a timely manner in coordinance to their work load and projects. In general, a prime example of this theory in action can be found in modern day academia. University students must be internally driven in order to stay afloat in classes, and must find success through their own personal work. While “Theory Y” may seem optimal, it does have some drawbacks. While there is a more personal and individualistic feel, this does leave room for error in terms of consistency and uniformity. This can result in a inconsistent product which could potentially be detrimental to the quality standards and strict guidelines of a given company. Theory Y also lacks in terms of unvarying rules and practices in a workplace in order to stay consistent. It is fairly difficult to make different rules among every employee in order to fit their needs, and this can equate to a hectic and erratic ambiance.

The problem with theory X = maslows hierarchy? Base need met= more need to be met, not just sustainable (false assumptions)

NetMBA. “Theory X and Theory Y.” Accessed February 8, 2016. http://www.netmba.com/mgmt/ob/motivation/mcgregor/.

Sorensen, Peter and Therese Yaeger. “Theory X and Theory Y.” Management (2015): Accessed February7, 2016. doi: 10.1093/obo/9780199846740-0078.