24 / UNDERSTANDING YOURSELF
Examining your assumptions
Shaping the environment
Organizations that are designed based
on X-style assumptions are very different
to those designed by Y-style managers.
For example, because they believe that
their workers are motivated to help the
organization reach its goals, Y-style
managers will decentralize authority
and give more control to workers than
will X-style managers. A Y-style manager
realizes that most people are not
resistant to organizational needs by
nature, but may have become so as a
result of negative experiences, and
strives to design structures that involve
the employees in executing their work
X-style managers
Prominent management theorist
Douglas McGregor distinguished
two management styles—X and Y—
based on the assumptions held by
managers about the motives of their
staff. X-style managers believe that
workers need to be coerced and
directed. They tend to be strict
and controlling, giving workers
little latitude and punishing poor
performance. They use few rewards
and typically give only negative
feedback. These managers see
little point in workers having
autonomy, because they think
that the workforce neither expects
nor desires cooperation.
Y-style managers
Y-style assumptions reflect a much
more optimistic view of human
nature. Y-style management
contends that people will gladly direct
themselves toward objectives if their
efforts are appropriately rewarded.
Managers who hold Y assumptions
assume a great deal of confidence in
their workers. They are less directive
and empower workers, giving them
more responsibilities and freedom
to accomplish tasks as they
deem appropriate.
Managers tend to treat their staff according to assumptions they hold
about what motivates people. These assumptions create self-fulfilling
prophecies in the behavior of the staff. Managers reward what they
expect, and consequently only get what they expect. Challenging your
own assumptions is one of the first steps in becoming a better manager.
ANALYZE YOURSELF
Honestly review every
decision you make and
every task you delegate.
In each case, ask yourself
what you assumed the staff
involved would think, and how
you expected them to behave.
Remember that positive
expectations help produce
positive outcomes.
Tip
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EXAMINING YOUR ASSUMPTIONS / 25
Examining your assumptions
X and Y assumptions
X-STYLE MANAGERS
Y-STYLE MANAGERS
roles, such as participative management
and joint goal setting. These approaches
allow employees to exercise some
self-direction and self-control in
their work lives.
In Y-style management, although
individuals and groups are still
accountable for their activities, the role
of the manager is not to exert control
but to provide support and advice
and to make sure that workers have
the resources they need to perform
their jobs effectively. By contrast,
X-style managers consider their
role to be to monitor workers to
ensure that they contribute to the
production process and do not
threaten product quality.
Employees inherently
dislike work and will
attempt to avoid it.
Employees must be coerced,
controlled, or threatened with
punishment to achieve goals.
Employees will shirk
responsibility and seek
formal direction.
Most workers place security
above all other factors
associated with work and
will display little ambition.
Employees can enjoy work and
can view it as being as natural
to them as rest or play.
People will exercise self-
direction and self-control if
they are committed to the
objectives behind tasks.
The average person can
learn to accept and seek
responsibility.
Most workers place job
satisfaction and career
fulfillment high on their
list of priorities.
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