The Concept of Theory X with Respect to Leisure Industry - Coursework Example

Leisure and Management Contents Contents 2 Introduction 3 Main Body 3 Content 3 Analysis 4 Application 6 Evaluation 7 Conclusion 9 References 10 Introduction Theory X can be defined as a motivational theory that was developed by Douglas McGregor. This theory was developed in 1960s at MIT Sloan School of Management and is extensively used in fields of organizational behaviour, human resource management, organizational development and organizational communication. Along with Theory X there was another contrasting model framed known as Theory Y. In this particular study main focus will be on Theory X and its influence in management style. Theory X is a model that outlines perceptions manager possess about their employee base. Professional workers usually require direct guidance from their respective managers. In modern world it is always estimated that managers occupy topmost position in a hierarchical system with employees at the bottom. This study shall reveal the ways by which Douglas McGregor Theory X plays an effective role in terms of influencing managerial actions. Leisure industry can be stated as a business segment that deals in tourism, recreation and entertainment related services or goods. The main aim of this study is to analyze the concept of Theory X with respect to leisure industry. Main Body Content Theory X defines Type X individual as lazy or not fond of their respective duties. It is often difficult to handle employees with such characteristics. Hence authoritative style is required in such scenario so as to ensure individuals are fulfilling their organizational objectives. Employees who are managed this way needs to be closely supervised and a tight control is established by management. According to this theory a hierarchical structure is essential with specific span of control at every level. This theory even states that employees often try to avoid their responsibility or are not motivated without any form of incentive structure (Mintzberg, 1998). Theory X managers has to be dependent on punishment threat so as to achieve control over team members. However in real time scenario if this theory is not implemented appropriately then it leads to a punitive atmosphere, mistrust amongst team members and highly restrictive supervision. Managers following this theory believes that actions performed in past can be efficiently traced. Individuals who are responsible for such actions can be punished or rewarded depending on their nature of actions (Sahin, 2012). Theory X proposes a management style which is most effective during motivating an employee base who is not inclined towards achieving set goals or objectives. This theory is basically implemented in such profession where progress is not consistent and team members need to perform their tasks repetitively (Kneer, 2013). On the contrary this management style discourages creative or out of box thinking, and tends to limit potential of team members. In overall context Theory X managers exercise a close supervision on employees and motivate or give rewards to deserving team members (Carson, 2005). These managers maintain a distance with employees and team members who do not follow their supervisors as per this theory fail to establish long term profitable relationship. Analysis Theory X is an authoritative management style that is often disliked by majority organizational members. Average individuals tend to avoid this form of management style. In highly competitive industry it is important to develop such an employee base who can effectively meet organizational objectives. Threat of punishment has proved to be effective in circumstances where team members are not motivated to perform assigned tasks. An average person usually avoids responsibility and prefers to be directed by managers (Bobic and Davis, 2005). Employees belonging to this category are un-ambitious and demands for security. It can be stated that organizational conditions help to determine which of the management styles is most suitable. Thus in some situations where there is a need for creative ideas Theory Y management approach is considered as appropriate. On the other hand, in certain conditions when team members are highly distracted from common goals or mission there arises a need for tight control from managers. Situations influence a manager to adopt best practices since one’s main aim is to achieve set objectives. Theory X has been further elaborated in figure 1. Figure 1: Theory X (Source: Leopold, Harris and Watson, 2005) According to figure1 it can be stated that authoritative management style results into one-way communication. There is no specific development witnessed in this approach since the main focus is to guide staff in order to fulfil their tasks. A depressed culture can be formed due to such tight control exercised by managers. Creative thoughts or views are not encouraged by Theory X managers since they feel that an organization can perform exceptionally well when all the team members execute their tasks in systematic manner. There are some typical characteristics of Theory X managers such as they are intolerant, deadline driven, short temper, arrogant, detached, demands, issues instructions, not participative, proud, poor listener, anti-social, does not welcome suggestions and is not interested in future investments (Therese and Head, 2011). However there are some positive factors associated with Theory X approach such as alignment toward common goals or objectives, disciplined environment and motivated or dedicated workforce. These factors help Theory X managers to eliminate any form of discrimination from the system. Application This study mainly focuses on leisure industry managers. In this industry managers often find it difficult to control all team members. Since the growth rate of leisure industry is relatively less it is important for leaders to constantly motivate employees. There are certain set of tasks that needs to be performed by team members on a continuous basis in this industry. Leisure industry majorly comprise of entertainment, recreation or tourism. These three sectors are vulnerable in nature and are likely to change as per market demand. Apart from innovation this business segment demands high performance standards. Leisure does not form an essential part of daily life necessities. Hence it becomes important to have a base of well trained employees who are able to address specific demand of consumer market. Two-way communication is necessary for every organization but at times conditions prevalent determine its need. Theory X characteristics if incorporated within team leaders shall make them exercise tight control over employees. This form of control is essential as employees tend to become less motivated performing similar tasks on a regular basis (Bamberger and Meshoulam, 2005). It can be stated that motivated employees enhance the level of organizational performance. New leisure industry managers often give liberty to their employees in terms of performing tasks in their own way. At times this approach proves to be beneficial since workers are provided with a platform where they can explore on their creative thoughts and ideas. However for long term it might result into delays in performing tasks or workplace conflict. Managers are able to implement certain concepts delivered by employees that annoy other team members and they become rigid towards following orders. In order to avoid such circumstances Theory X can be effectively implemented by managers of new leisure industry. On a broader context, this form of theory will help managers to make their organization competitive in the leisure industry. They can frame a set of duties or responsibilities to be performed by employees and exercise a constant supervision (Forsyth, 2009). Managers following this approach are able to motivate employees by establishing a reward system. On the contrary, team members are aligned towards common objectives by setting up a punishment system. This form of punishment threat is essential for increasing performance standards of individuals. Evaluation Maslow’s hierarchy of needs can be closely related with McGregor’s Theory X. There are two important factors in this theory known as self esteem and self actualization. Self esteem to a great extent can be achieved by Theory X managers. With the support of this theoretical framework managers can control their employee base and develop necessary skills or attitudes. However Theory X managers are highly confident and are inclined towards achievement. Ambitions can be incorporated within team members only when they are supervised by a talented manager. Two-way communication mechanism is avoided by managers following Theory X principle. This can be regarded as a disadvantage in the process since employees are not able to express their views or opinions. To certain extent leisure industry managers can adopt this form of management style. The most essential characteristics that might be adopted by employees are supervision, guiding team members and maintaining reward or punishment system. These characteristics within managers will enable them to overcome rigidity within employees and align them towards organizational objectives. On the contrary there are some aspects which should not be adopted as it would lead into a depressing organizational culture. These aspects are preventing any form of investment in future development, not welcoming criticisms, maintaining distance with team members and being a poor listener. An organization can perform exceptionally well when employees work in collaboration with managers. In such scenario two-way communication is most important as it highlights problems being faced by employees. Managers should try to resolve identified issues so that they are able to develop a productive employee base (Mehrotra, 2005). Tight control can eliminate laziness within team members but specifically for leisure industry it cannot help to enhance performance level of employees. Theory X is suitable for those organizations which are not able to perform activities as per basic standards. In the modern world where intense competition is present in every business segment managers being arrogant would deimotivate employees. Theory X as a motivational framework cannot be implemented fully in new leisure industry. The most important characteristic that managers of this industry should possess is participative approach. This in turn will keep employees motivated and even encourage them to deliver outstanding performance. McGregor’s Theory X does not take into consideration creative approach of team members but mainly focuses on strict control over employees. As per the analysis this aspect should not be present within leisure industry managers since it will cause decline in performance level of employees. Conclusion This study has highlighted various dimensions of Theory X. McGregor’s Theory X states that authoritative management style is necessary for some organizations. However new leisure industry possesses distinct characteristics. Managers of this industry need to focus on organizational as well as industrial requirements. There are few characteristics of Theory X managers which can be beneficial for managers of new leisure industry. They are exercising supervisory control, allocating specific tasks or responsibilities and maintaining a proper reward or punishment system. It can be stated these factors support a manager to achieve their desirable objectives or goals. Every team leader should possess certain authoritative elements but it needs to be altered with changing scenario. In overall context Theory X might prove to be beneficial for leisure industry managers to a certain extent. However rigidity amongst team members can be effectively removed with the support of this theoretical framework. References Bamberger, P., and Meshoulam, I. 2005. Human Resource Management Strategy. Thousand Oaks, CA: Sage. Bobic, M. P., and Davis, W. E., 2005. A Kind Word for Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail. Journal of Public Administration Research and Theory, Vol. 13, no. 3, pp. 239-264 Carson, C. M., 2005. A historical view of Douglas McGregors Theory Y. Management Decision, 43 (3), p. 450. Forsyth, D., 2009. Group Dynamics. USA: Cengage Learning. Kneer, C., 2013. Change Management. Norderstedt: GRIN Verlag. Leopold, J., Harris, L. and Watson, T., 2005. The Strategic Managing of Human Resources. Harlow: Prentice-Hall. Mehrotra, A., 2005. Leadership Styles of Principals. New Delhi: Mittal Publications. Mintzberg, H., 1998. Covert Leadership: notes on managing professionals. Harvard Business Review. Sahin, F., 2012. The mediating effect of leader-member exchange on the relationship between Theory X and Y management styles and effective commitment: A multilevel analysis. Journal of Management and Organization, 18(2), pp.159–174. Therese, Y., and Head, T. C., 2011. Douglas McGregors legacy: lessons learned, lessons lost. Journal of Management History, 17 (2), pp. 202-216. Read More