Introduction
In the current managerial context it has become increasingly essential for managers to have an appreciation of managerial practices, principles and applications. This is informed by the increased knowledge level of the employees, the increased competitive nature of the industry and the embrace of globalization. The latter has brought about mobility of labor in turn occasioning the intersection of diverse cultures in typical industrial setups. It is on that premise that this paper shall discuss in details the dynamics behind theories X and Y. From the onset, it is the postulation of this paper that theory Y is much more applicable in the current work environment and should be embraced by the incoming supervisor in the case study.
Theories
Theories X and Y were developed by scholar Douglas McGregor. They apply across the organizational context for purposes of management and organizational behavior. The theories are in essence complete contrasts of each other. Theory X works on the premise that the employees dislike the work and would rather not do the work. However, in pursuit of the monetary benefits which they do need for survival, the employees have to work. For that reason, the employees are often not motivated and need to be supervised and observed regularly. In addition, the work organization and structure should not afford the employees any discretion as such would be misused and abused. For that reason, the theory advocates for dictatorial practices and prefers approaches that confine the employee to the work.
In the same context, the theory assumes that employees tend to fear responsibility and often want to perform just the bear minimum required. Under that context, the employee has to be continuously instructed and guided. The theory does not afford the typical employee any element of trust. The employee cannot be trusted with responsibility and work and hence the need for intense supervision. Ultimately, the theory posits that work should be rewarded well and that the failure to do the work well ought to attract punishment. This approach has been observed as highly lacking in trust and based on intense supervision.
On the other hand, Theory Y is the mirror image of theory X. According to Theory Y, the employee is typically ambitious and out to impress the employer. For that reason, the employee is self-motivated and self-driven. Under the same, work is seen as an opportunity to shine and the employee often has zeal and compassion for service. In the same strain, the theory advocates that the employee often enjoys his or her work and would accept and take up any opportunities and responsibilities on the fold. According to the theory, the employee should be afforded a degree of discretion for the same would be used well. The employees would be ready for service and it is the same that ought to inform the organizational structure. Indeed, the theory represents the opposite of what Theory X believes in. Lastly, the theory is based on the fact that incentives or not, the employee is often having a hidden desire for growth and development and would look at work from the context of a challenge that leads to personal success and growth.
Tables showing the pros and cons of each of the theories
Difference between Theory Y and Democratic Management
Theory Y and democratic management may be said to be the same save for a few differences in the overall managerial context. While democratic management empowers the employees fully in the discharge of the work, Theory Y seeks to approach management from a context of inclusion. Therefore, Theory Y has some elements of participation and inclusion but still retains the clear classical distinction between managers and employees. However, for the democratic management the hierarchical structure is flattened and work is organized in functional units with team leaders and not managers. Lastly, it should be appreciated that democratic management is based on consensus and collective approaches to management is embraced while under Theory Y, the employees merely make suggestions which are given due consideration but not necessarily taken up.
Importance of manager understanding of the theories
Both theories have some useful managerial applications that are needed in the modern workplace. It is essential to appreciate what motivates the employees, whether they require supervision and to what level, among other things. A comprehensive understanding of the theories would be useful in addressing such issues. In addition, it is instructive to note that no single theory can work in the current organizational setups. For that reason, a blend of the two theories alongside other managerial principles is required. This is partly occasioned by the increasing complexity of the modern work environments.
Conclusion
Any managerial practice requires the understanding on the modern employee. It is necessary in that respect for managers to have an appreciation of various theories that explains the behavior and characteristics of the workers. More importantly, it is necessary that workers are motivated and incentivized for the performance of their organizational duties. For that reason, theories of human behavior and motivation cannot be overlooked. However, in the current era with increased competition and globalization, it has become necessary for the human capital to be afforded some leeway in decision making. It is on that premise that this paper prefers the application of Theory Y over Theory X.
References
Nelson, D., & Quick, J. (2010). Organizational Behavior.: Science, the Real World, and You. New York: Cengage Learning.
Phillips, J., & Gully, S. (2011). Organizational Behavior: Tools for Success. New York: Cengage Learning.
Wagner, J., & Hollenbeck, J. (2009). Organizational Behavior: Securing Competitive Advantage. New York: Routledge.
