Introduction
Managers in an organization can be universally categorized using two theories, X and Y. Each class displays different qualities in their supervisory techniques and the way they relate with their workers. Managers who are oriented with conjecture X describe the job in detail, do not often involve employees in setting targets and objectives for the association, coerce workers to work hard, and do not hesitate to chastise those who fail to meet the organization’s intention. They emphasize a stringent job ethic with no room for mistakes thus making the work being done to be exceedingly cyclical and uninteresting. Theory Y describes managers who allow their staff to employ ingenuity and opinion in decision making. Mistakes committed by the staff are not punished, but this is rather seen as a channel for strengthening (Zastrow 264).
Comparison of the management styles
The organization styles of the two supervisors in the survey have many differences even though they share some comparable qualities. Supervisor 1 believes that the workforce enjoys their working conditions thus they do not require commands to do work appropriately. Involving the employees in decision making is necessary for giving them the confidence they desire to achieve superior success in their careers. If the employees are allowed to work in their way by coming up with innovative solutions for decisions, they will do the job much better than if they are given strict manuals to follow (Zastrow 264). While she does not agree to give employees access to information that is secret, the supervisor informs the organization’s workforce on essential information that they will need in their job. The employees are trusted to be self-motivated, and will still do their work perfectly even when a supervisor is not around to oversee their routine. Hard work is part of the organization’s way of life and the vision and undertaking of the company guide them to strive for the top. The group members are seen as part of the decision-making process by helping the supervisor perform some responsibilities. The supervisor assumes that the workforce has received adequate preparation and thus they possess the capability to contribute their significant thinking to solving problems in the group (Miller 41). Supervisor 1 believes that while all jobs are challenging, the employees have the competence to handle the tasks.
Compared to 1, supervisor 2 does not believe that the employees enjoy doing their work hence they require thorough supervision to meet the objectives of the institute. They have to be assigned responsibilities that act as a guide; otherwise, they will not do their work accurately and satisfactorily. While she may tolerate the input of some employees, she does not believe that the employees want to be part of the decision making in the organization. If the employees are allowed to do their work in their way, the company may not be successful (Miller 41). They must strictly follow the supervisor’s instructions to properly carry out their duties. The manager believes that classified information must never be accessible to the employees; only extremely necessary information will be released to them. Without supervision, the employees would not perform as expected and regular administration is necessary to make them work hard. She does not believe that managers should share their duties with group members. It is the sole role duty of the supervisor to give orders and make decisions on what is supposed to be done (Miller 41). She does not subscribe to the belief that employees can come up with innovative measures to solve the problems in the organization. Supervisor 2 believes that a balance between difficult and easy jobs must be observed to increase the efficiency of the employees.
The two supervisors share some resemblance, for example, they both believe that employees must be given challenging jobs to strengthen them and increase their future efficiency. The workforce requires the constant motivation to do their work well. They also subscribe to the view that unless the employees are told what to do they would not perform their tasks effectively.
Observations made in the survey
While some of the management methods of supervisors may be questioned, it is imperative to learn that their behavior is always in the best interests of the company. In the survey, it can be observed that different supervisors have their style of ensuring that the objectives of the company are met. Management is based on different types of assumptions that the managers perceive will lead to maximum productivity from its employees. The leadership styles all have their merits and shortcomings depending on how they are administered.
It is observed that employees who enjoy doing their work do not have to be closely supervised to perform their respective chores. Managers who provide favorable environments for their employees to work in are not usually involved in monitoring how they work or following up on what they do. Management like the one offered by supervisor 2 shows that some managers believe that their employees have very little capabilities, minimal ambition, and prefer being instructed. They are viewed as avoiding responsibilities and only work to earn a salary. The supervisor has the mentality that the employees are less interested in the company’s growth but more in their well being (Zastrow 264).
Some supervisors desire to illustrate in detail the job description instead of giving a general summary and letting the employees do their job as they desire. The input of employees in decision making is not seen as necessary in the company as the supervisor clearly explains that they have their own outlined visions.
Another observation made is the relationship between supervisor 2 with the productivity of the organization. Very few mistakes are usually made by group members who are under such a manager. Lack of synchronization among members may result in spending more hours doing a job that could otherwise have taken lesser time. However, the strict supervision may result in the work being highly structured making the occupation frightfully frustrating (Zastrow 264).
Supervisor 1 is interested in the growth and maturity of employees to enable them to be established in their committed careers. Respecting the employees and giving them the freedom to do work according to how they understand it best is in itself a motivating factor for the employees over increasing their salaries. When employees feel like they are trusted to do their tasks well, they tend to work harder so that they do not disappoint their boss. When provided with the proper working conditions, they will be more interested in seeking responsibility.
Most employees are immensely pioneering and ingenious and would always come up with elucidations for any challenges faced in the company. Giving them the responsibility to test their limitations is indeed necessary to test their confines. The survey on the two types of supervisors proves that people tend to perform in their jobs according to the levels that are specified for them. The psychology of the workplace guides employees on how they are supposed to relate to the workplace. If the manager gives them space to perform duties through their imagination and originality, they will gladly engage their brains in their jobs. If they are instructed on how to do their business they will tend not to put their brains at work and let the supervisor make decisions on what needs to be done (Miller 41).
Conclusion
A supervisor must develop a positive outlook and study the behavior of employees before deciding which theory they should use. Both the X and Y theories have both positive and negative angles, and each manager must be properly advised on how to treat the employees (Miller 41). In several organizations, both theories are employed depending on the situation. These approaches frequently conflict and may lead to the downfall or productivity of an association. Organizational behavior is, therefore, necessary to know the potential and knowledge of the individuals in a company. Headship, human behavior, change, and teams constitute directorial behavior.
Globalization and changing demographics are influencing many organizations hence the need for critical thinking to overcome the complex situations both at home and in the workplace (Miller 1). The complexities in the world have seeped into several organizations, making communication between social groupings and their supervisors more difficult. The theories define the divergent views that supervisors hold over the functioning of the organization. The management’s aim has always been to make profits, and they would take necessary measures to ensure that this happens. Organizing people and devising the right technique to ensure that their work results in maximum productivity are the sole priority for supervisors. Controlling and motivating workers to ensure that they fit the needs of the organization.
Works Cited
Miller, Katherine. Organizational communication: approaches and processes. Boston: Cengage Learning, 2008, 1-41
Zastrow, Charles. The Practice of Social Work: A Comprehensive Worktext. Boston: Cengage Learning, 2009, 263-265