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Theory X considers that on the whole, workers dislike their work, and have little inherent motivation to perform well. Therefore, if organizational goals are to be met, 'Theory X' managers must rely heavily on detailed rules and instructions, on close monitoring, and on the threat of punishment to gain employee compliance. When practiced, this theory can lead to mistrust, highly restrictive supervision and a punitive 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. A flaw of this management style is that it limits the employee's potential and discourages creative thinking.
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Theory Y, in contrast, is based on the belief that, given appropriate working conditions, most people perform well. The worker is considered as the most important asset of the company. It is believed that workers can derive satisfaction from their physical and mental work, viewing it as a game or as something to be enjoyed. Workers can take responsibility and can solve problems in a creative way, so that they do not need to be shadowed constantly; workers will commit to objectives in proportion to the satisfaction they get from achieving them. Thus, Theory Y managers consider that to achieve the objectives of the company, they must treat each worker as a mature and responsible individual, and adopt a style of participatory, democratic leadership, based on self-direction and self-control and requiring little external control.
For Ouchi, Theory Z focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. According to Ouchi, Theory Z management tends to promote stable employment, high productivity, and high employee morale and satisfaction.
From your point of view, which theory best fit how your company is run?
Theory R. Random jumps between all of the above. Sometimes simultaneously. Along with periodic changes from micromanagement to delegation and back again.
My current company some combination of Y and Z. My previous lousy job and the majority of large companies that employ people in my profession definate X. Though It is not that workers dislike their work, they dislike working for companies that treat them like crap and offer them no reason to be motivated. It is like a self-fullfilling prophacy. Mutual distrust.
I work for Hilton and they are fully Y, but that also might depend on the GM of the particular property you work at.
So let me rephrase: I work for Hilton and my GM for the property I work at is fully Y.
I previously worked at a "boutique" hotel in downtown Bend (they were prideful of their high national rating on TripAdvisor), but management was horrid to employees. Workplace gossip is commonplace, in my opinion, but management at this hotel would consistently participate and make management decisions based on petty gossip. So it was a breath of fresh air to work for a huge hotel corporation but have management so devoted to the employee and the importance of our work.
I don't give a damn as to management, if the paychecks keep coming and the work is easy, I'm happy.
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