MANAGEMENT
The statement provided to us says that managers of Caribbean business seem to operate on the philosophy of theory X and unable to exhibit any leadership traits. We have to present arguments for this statement by using our insight and logic.
Douglas McGregor came up with two theories to explain the behavior of managers in general. These theories are known as theory X and theory Y. According to theory X, managers wish to be given directions and proper guidance. Managers do not take any decision on their own- they wait for orders from senior managers. Theory X explains the authoritative style of management where the instructions from the upper level of management are valued and followed as such. The managers following theory X do not exhibit any motivation to reach to specific targets. They are not really fond of their job and may talk bad about the organization in their circle. The tasks assigned to managers belonging to theory X are straightforward and achievable within the time frame. There is no spark for growth and career among these managers. Caribbean managers are not expected to treat their subordinates in a friendly manner- they feel they are good at delegating tasks but in reality, it is quite the opposite. Russ (2011) proposed that managers following the concept of theory X find it really difficult to work in teams because they feel working together leads to more conflicts and leg pulling by the peers. Managers belonging to theory X are the ones who have low loyalty towards their job and organization. They might switch to another organization if offered attractive salary packages. The communication style of managers emerging from theory X is very poor-they are unable to listen to the accurate instructions of senior management and when asked to distribute this information to subordinates, they would generally miss important aspects which disturb the overall functioning of the organization.
Characteristics of Theory Y Managers
Managers belonging to theory Y are quite the opposite from those following theory X. Followers of theory Y are highly motivated individuals who work with the intention to grow and build strong careers. Theory Y managers prefer to work in a participative environment. They are team players-they work in teams more often as they believe that input from team members belonging to different background results in better and creative solutions and task achievement becomes easier and practical. They possess excellent communication skills and this is the reason why theory Y followers meet goals with more enthusiasm. They have a clear direction and serve to be an inspiration to others. Unlike the managers emerging from theory x, the managers belonging to theory Y are seen as great leaders. They have a strong vision and ensure that their vision is communicated to their coworkers or subordinates in a proper manner (McGregor, 1960). Theory Y believers are very creative and always seek opportunities to show their talent for the purpose of achieving personal and organizational goals. These employees offer guidance to other when needed without any interests as they consider this as their core responsibility.
Believers of Theory X Cannot Be Leaders
Managers who are in favor of theory X cannot exhibit leadership qualities because they lack the inside spark and motivation to achieve goals-they fulfill their tasks only because they are told to do so. They lack the passion for leading- and act as a source of inspiration for others. Leadership is a trait which arises from within or acquired from the external environment (Stogdill, 1974). If training is provided to theory X believers who are the Caribbean managers that by believing in theory X, they are basically suppressing their potential, talent and skills and some sort of external motivation if offered, it is likely that they would work on changing their belief and express willingness to adopt some leadership traits.
References
McGregor, D. (1960). The human side of the enterprise. New York, 21(166.1960).
Russ, T. L. (2011). Theory X/Y assumptions as predictors of managers' propensity for participative decision making. Management Decision, 49(5), 823-836.
Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and research. Free Press.
