The_Essential_Manager_s_Handbook

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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