IN the 1950s, a management scientist of the behavioural                                                                                               
school, Douglas McGregor, observed that American companies                                                                                            
practiced what he called the Theory X approach to management.                                                                                         
                                                                                                                                                      
This approach is still commonly used today in the US and in                                                                                           
Malaysia. At least 80 per cent of Malaysian companies use thls                                                                                        
approach.                                                                                                                                             
                                                                                                                                                      
Theory X assumes that people generally dislike work.  They try                                                                                        
to avoid work by giving all sorts of excuses. In order to get                                                                                         
work done, managers must push them and keep an eye on them.                                                                                           
                                                                                                                                                      
We are all familiar with this notion. In fact, we even joke                                                                                           
about it, hence the saying 'when the cat is away, the mice                                                                                            
will play'. It is still common to see grandmothers perched on                                                                                         
stools watching the maids do the laundry to ensure the clothes                                                                                        
are rinsed properly in clean water.                                                                                                                   
                                                                                                                                                      
Directly opposite is Theory Y, under which McGregor postulates                                                                                        
that certain people love work and willingly put in their best                                                                                         
effort. They enjoy working and seek more challenging and                                                                                              
responsible assignments.                                                                                                                              
                                                                                                                                                      
In many ways, the way a manager treats his subordinates is                                                                                            
largely due to which theory he subscribes to.                                                                                                         
                                                                                                                                                      
If he believes in Theory X, he tends to adopt a autocratic                                                                                            
leadership style to get work done. If he is a believer of                                                                                             
Theory Y. he would tend to be less autocratic and more                                                                                                
supportive of the workers.                                                                                                                            
                                                                                                                                                      
More often than not, Malaysian managers choose the autocratic                                                                                         
leadership style.  They see it as the traditional way and that                                                                                        
workers expect to be treated strictly from the top.                                                                                                   
                                                                                                                                                      
If you treat them kindly, they will take advantage of you as                                                                                          
your humane approach is perceived as a sign of weakness. This                                                                                         
is sad but some Malaysian workers fall into this category.                                                                                            
                                                                                                                                                      
Theory Y managers push their workers after they realise that                                                                                          
the soft approach does not work.  Much effort is put into                                                                                             
educating employees to be responsible. It will take hard work                                                                                         
and time but the rewards are worthwhile.                                                                                                              
                                                                                                                                                      
Not all managers are Theory X or Y practitioners.  Some are                                                                                           
Perceptive enough to be, what professor William Ouchi of the                                                                                          
University of California calls, Theory Z practitioners.                                                                                               
                                                                                                                                                      
These managers believe that employees work best when treated                                                                                          
with respect as individuals. While they realise that company                                                                                          
objectives have to be achieved, they understand human nature                                                                                          
and use this understanding to exercise their power.                                                                                                   
                                                                                                                                                      
They try to establish mutual trust and a cordial boss-staff                                                                                           
relationship.                                                                                                                                         
                                                                                                                                                      
We are not talking about managers who only give lip service to                                                                                        
this. This is common but the not so common true Theory Z                                                                                              
practitioners really practise the `firm but fair' approach.                                                                                           
                                                                                                                                                      
Employees know that good performance will be praised and a                                                                                            
poor performance the opposite.                                                                                                                        
                                                                                                                                                      
WHICH IS THE BEST WAY?                                                                                                                                
                                                                                                                                                      
IS there a best way? The answer is obviously no.  Humans and                                                                                          
their behav iour are simply too com plex and unpredictable for                                                                                        
that.                                                                                                                                                 
                                                                                                                                                      
In the field of motivational research, in addition to Theories                                                                                        
X, Y and Z. there are also Abraham Maslow's Hierarchy of Needs                                                                                        
Theory and Frederick Herzberg's Two Factor Theory.                                                                                                    
                                                                                                                                                      
In the latter theory, there are motivators like recognition,                                                                                          
praise and sense of achievement as well as de-motivators like                                                                                         
poor working conditions and poor company policies.                                                                                                    
                                                                                                                                                      
Maslow's theory sets out five levels of needs in humans:                                                                                              
                                                                                                                                                      
* physiological, ie food, water, shelter and sex * safety                                                                                             
needs, ie to feel safe and secure * belonging, ie to belong to                                                                                        
an organised group * Ego or esteem, ie to feel important or a                                                                                         
sense of self-worth * Self-actualisation, ie the realisation                                                                                          
of one's potential                                                                                                                                    
                                                                                                                                                      
Good managers and leaders have to learn to be sensitive and                                                                                           
understanding.  There is no one particular approach which will                                                                                        
automatically result in a highly motivated or energised                                                                                               
workforce.                                                                                                                                            
                                                                                                                                                      
Each employee is unique with different strengths and                                                                                                  
limitations. Though there are certain ways which individuals                                                                                          
tend to behave, perceptive managers learn to deal with those                                                                                          
nearest to them on a case-by-case basis.                                                                                                              
                                                                                                                                                      
Human motivation is the most difficult challenge to manage.                                                                                           
Managers have little choice but to equip themselves with the                                                                                          
knowledge, skills and attitudes that will bring forth the best                                                                                        
efforts from their subordinates.                                                                                                                      
                                                                                                                                                      
A common managerial style in the corporate world is the one                                                                                           
which orders people around.                                                                                                                           
                                                                                                                                                      
Many large corporations in Malaysia have egoistic managers who                                                                                        
think that their position allows them to treat their                                                                                                  
subordinates like dirt. Such managers had licked the boots of                                                                                         
their superiors on their way up and when they reach the top,                                                                                          
expect their boots to be licked as well.                                                                                                              
                                                                                                                                                      
WHAT MOTIVATES PEOPLE AT WORK?                                                                                                                        
                                                                                                                                                      
INDIVIDUALS are motivated or de-motivated by different factors                                                                                        
in a work environment. Emotions such as fear, desire for money                                                                                        
or power, and psychological need to belong can affect                                                                                                 
motivation.                                                                                                                                           
                                                                                                                                                      
For instance, when the basic and monetary needs are met, the                                                                                          
desire for security, status or self-actualisation become more                                                                                         
prominent.                                                                                                                                            
                                                                                                                                                      
On the other hand, a worker from a humble background would                                                                                            
remain silent when reprimanded but one with a pampered                                                                                                
upbringing will react emotionally and may even storm out of                                                                                           
the room when a superior takes him to task.                                                                                                           
                                                                                                                                                      
Good managers must have an indepth understanding of human                                                                                             
nature. Traits or qualities which help in better managerial                                                                                           
style include:                                                                                                                                        
                                                                                                                                                      
* patience as dealing with people takes much time.                                                                                                    
                                                                                                                                                      
* humility. In a rapidly changing world, humility enables us                                                                                          
to constantly improve our skills and increase our knowledge.                                                                                          
                                                                                                                                                      
* thoughtfulness. The lack of it is probably responsible for                                                                                          
most of the organisation's problems.                                                                                                                  
                                                                                                                                                      
* trust. Without trust, a superior cannot delegate work to his                                                                                        
subordinates.                                                                                                                                         
                                                                                                                                                      
* empathy. A superior needs to be mindful and sensitive to his                                                                                        
employees' capabilities, shortcomings and aspirations.                                                                                                
                                                                                                                                                      
* firmness. There are times where a manager has to be very                                                                                            
firm and unwavering.  As long as he is fair and his intentions                                                                                        
are good, his subordinates will learn to respect him.