Understand the difference between Theory X, Theory Y, and Theory Z managers
Understand how managers’ attitudes affect worker motivation
Management Philosophy
This Apply It continues using the return to in-office work case study video from earlier in this module. The video is included below in case you want to refresh your memory about specific details, but if you have already watched it, you don’t need to watch it again.
The video highlights how management approaches to remote work vary significantly, with some companies imposing strict return-to-office mandates while others adopt more flexible models.
The video states that firms imposing three-day, in-office mandates create “a big trust issue.” Compare how Theory X, Y, and Z managers might approach the question of remote work differently based on their assumptions about employees.
A Theory X manager would likely mandate full return-to-office, believing employees need constant supervision to be productive and that remote workers are likely avoiding work. Their inherent distrust of employee self-motivation would lead them to prioritize control and visibility over worker preferences.
In contrast, a Theory Y manager would be more likely to adopt flexible policies, believing employees are self-motivated and capable of being productive without direct supervision. They might implement a team choice approach where teams determine their own in-office schedules based on their specific collaboration needs and work patterns. This shows managers trust teams to make appropriate decisions about when in-person collaboration is necessary versus when remote work is more efficient.
A Theory Z manager would take a more holistic approach, recognizing both organizational and employee needs. They would likely create a consensus-driven policy through extensive employee consultation, emphasizing long-term employment relationships over short-term productivity metrics. Rather than imposing universal mandates, Theory Z managers would develop policies that balance organizational cohesion with individual employee circumstances, building trust through inclusive decision-making rather than imposing top-down directives.