A reluctance to delegate might arise
from the manager’s belief in, and set of assumptions about, human nature and
behaviour. The Theory X manager believes that people have an inherent dislike
of work, wish to avoid responsibility, and must be coerced, controlled, directed,
and threatened with punishment in order to achieve results. Such a manager is likely,
therefore, to be interested in only limited schemes of delegation, within
clearly defined limits and with an easy system of reward and punishment.
On the other hand, the Theory Y
manager believes that people find work a natural and rewarding activity, they
learn to accept and to seek responsibility, and they will respond positively to
opportunities for personal growth and to sympathetic leadership. Such a manager
is more likely to be interested in wider schemes of delegation based on consultation
with subordinates, and with responsibility willingly accepted out of personal commitment.
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