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A clear comparison of Theory X and Theory Y is best done in the following five categories motivation,
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management, style and control, work, organization rewards and appraisals and applications.
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So let's examine each of these categories individually.
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Motivation theory X assumes that people dislike work, they want to avoid it and don't want to take
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responsibility, theory y assumes that people are self-motivated and thrive on responsibility.
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Management style and control in a theory X organization, management is authoritarian and centralized
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control is retained, while in theory why the management style is participative.
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Management involves employees in decision making but retains power to implement decisions.
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Work organization theory.
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Ex employees tend to have specialized and often repetitive work.
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In theory, why the work tends to be organized around wider areas of skill or knowledge, and employees
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are encouraged to develop their expertise and make suggestions and improvements.
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Rewards and appraisals theory X organizations work on a carrot and stick basis, and performance appraisal
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is part of the overall mechanism of control and remuneration.
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In other words, compensation.
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In theory, y organizations appraisal is also regular and important, but is usually a separate mechanism
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from organizational controls.
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Theory y.
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Organizations also give employees frequent opportunities for promotion application.
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Although the theory X management style is widely accepted as inferior to others, it has its place in
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large scale production operation and unskilled production line work.
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Think of those automotive production lines that you see at Ford or GM.
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There is no room for error or creativity when you're on an assembly line.
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Many of the principles of Y theory are widely adopted by the type of organization that values and encourages
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participation theory.
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Y style management is suited to knowledge, work and professional services.
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Professional service organizations naturally evolve theory y type practices by the nature of their work.
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Even some highly structured knowledge work such as call center operations, can benefit from its principles
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to encourage knowledge sharing and continuous improvement.
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