Theory X And Theory Y: Theories On Management Style And Employee Motivation

Theory x and Theory Y are theories about management style and employee motivation. Theory X assumes employees are only motivated by salary; have less skills or intelligence than their leadership team, and need to be closely monitored. Theory Y focuses on employee satisfaction. Of course I would like to think I am more predisposed to Theory Y. Theory Y sounds like a much more evolved approach to management. I would like to think I trust my employees to work to the best of their potential, and are motivated by their own desire to do a good job. Analyzing my current and past experience as a manager, I would have to say, I can recall periods when I’ve applied both approaches. However, when I was more in the Theory Y mode, is when I obtained …show more content…
My current workplace at a corporate level is trending more toward a more strength-based culture. However, that culture change does not happen overnight, especially in an organization that was established in the 1950’s. Our culture has deep roots in a problem-based environment. The culture change in my workplace has recently been a “top down” approach which is instrumental in the success of changing from problem solving to proactive strategy. This approach has a positive mental effect on the way all employees approach their responsibilities. I have worked in several departments throughout my career. Currently, I have several processing areas. The challenge in shifting from problem-based to strength-based is, dealing with hundreds of thousand transitions monthly; there will be errors (problems). These are the transactions that draw our attention. Normally, customers do not communicate how you met their expectations; they will however communicate when you do not. The challenge is to make my primary focus on individual and group strengths, while still solving for the issues that cause client …show more content…
Additionally connections with positive psychology, AI, and SCARF and the Hallmark of Obedience are that you have to live up to the trust that your fellow employees have in you. All relationships in the workplace are a two way give and take. In order to have security, respect, and transparency it must be given as well. The Hallmark of Discipline is closely related to Obedience in the way it connects with positive psychology, Appreciative Inquiry, and SCARF, because I must be disciplined in carrying out my responsibilities. The corporation cannot meet its goals if everyone does not have the discipline to carry out their