X and Y Management Styles

… two management styles-X and Y-based on the assumptions held by managers about the motives of their staff.

Management theorist Douglas McGregor distinguished two management styles-X and Y-based on the assumptions held by managers about the motives of their staff. X-style managers believe that workers need to be coerced and directed. They tend to be strict and controlling, giving their workers little latitude and punishing poor performance. They use few rewards and typically give only negative feedback. These managers see little point in workers having autonomy, because they think that the workforce neither expects nor desires cooperation.

Y-style assumptions reflect a much more optimistic view of human nature. Y-style management contends that people will gladly direct themselves toward objectives if their efforts are appropriately rewarded. Managers who hold Y assumptions assume a great deal of confidence in their workers. They are less directive and empower workers, giving them more responsibilities and freedom to accomplish tasks as they deem appropriate. They believe that people have hidden potential and the job of the manager is to find and utilize it.

ACTION POINT: Evaluate your management style. Are you X or Y?

Examining your Assumptions

Challenging your own assumptions is one of the first steps in becoming a better manager.

Managers tend to treat their staff according to assumptions they hold about what motivates people. These assumptions create self-fulfilling prophecies in the behavior of the staff. Managers reward what they expect, and consequently only get what they expect. Challenging your own assumptions is one of the first steps in becoming a better manager.

Honestly review every decision you make and every task you delegate. In each case ask yourself what you assumed the staff involved would think and how you expected them to behave. Remember that positive expectations help to produce positive results.

ACTION POINT: Review your decisions and your decision making process.

Fifth Fruit of the Spirit: Faithfulness

All for thee, sweet Jesus - Prayer from childhood

The fifth Fruit of the Spirit is Faithfulness (fidelity). Faithfulness is the dynamic expression of meekness. It is the daily oblation of ourselves and all our actions to God out of compassion for others, especially in service to their concrete needs. It serves God without dwelling on what God or others will do for us, and perseveres in giving without thinking of any return. Our normal need for affirmation is coming from a new place: the growing conviction of being loved by God that greatly reduces the desire for human approval.

1 Corinthians 16:14

Let everything you do be done in love.

Becoming More Assertive

Ask yourself, Am I assertive enough?

• Does my response accurately reflect how I feel if I'm given a compliment about my work?
• Am I able to speak up when I'm in a group of strangers?
• If others interrupt me when I am talking, can I hold my ground?
• Do I avoid being taken advantage of by other people?
• Am I able to criticize others work if I think they might react badly?

Becoming more assertive can be developed by practicing the following:

• State your case - Try beginning your conversations with "I" phrases, such as "I think," "i believe," or "I need."
• Be prepared - Prepare for tricky encounters: have all the facts at hand, and try to anticipate the other person's replies.
• Use open questions - If you are finding it hard to get a person to talk to you, use open questions that cannot be answered with a simple "yes" or "no" answer.
• Visualize yourself - try assertive role play with a trusted colleague, to help you to see yourself as an assertive person.
• Get perspective - Try to see the situation form the other person's point of view. Most workplace bullies, for example, are hiding their own insecurities or an inability to do the job. Use this knowledge to give you perspective on any feelings of intimidation or offense you experience, and offer the bull help to overcome their problems.
• Be patient - You'll need time to practice to become comfortable with the new behavior. if you are naturally a passive person, recognize that those around you may initially be uncomfortable when you start to become more assertive.

ACTION POINT: Use preparation, perspective and patience to develop your assertiveness.

Applying Assertiveness

Assertive - being able to make clear statements of what you want from others in a given situation, without being abrasive or demeaning.

An effective manager needs to behave in an active and assertive manner to get things done. Assertive managers are able to express their feelings and act with appropriate degrees of openness and candor, but still have a regard for the feelings or rights of others.

Assertiveness and the ability to express your feelings to others are skills that people possess to different extents. Some are aggressive, direct, and blunt, and can appear domineering, pushy, or self-centered. Most people tend to be passive, inhibited, and submissive; they bottle up their feelings and fail even to stand up for their legitimate rights. Passive individuals seek to avoid conflicts and tend to sublimate their own needs and feelings in order to satisfy others.

Most people fall between the extremes of passive and aggressive. At these extremes, passive and aggressive behaviors hinder effective managerial relations because neither encourages openness. Effective managers need to be assertive, express their ideas and feelings openly, and stand up for their rights, and all in a way that makes it easier for those they are managing to do the same. The assertive manager is always sensitive to the needs of others; he or she does not seek to rule less assertive people. Trying to achieve dominance may produce short-term results but will not make the best use of the abilities of members of your team.

ACTION POINT: Express your ideas clearly and confidently and encourage your team to do the same.