<P> The soft approach is characterized by leniency and less strict rules in hopes for creating high workplace morale and cooperative employees . Implementing a system that is too soft could result in an entitled, low - output workforce . McGregor believes both ends of the spectrum are too extreme for efficient real - world application . Instead, McGregor feels that an approach located in the middle would be the most effective implementation of Theory X . </P> <P> Because managers and supervisors are in almost complete control of the work, this produces a more systematic and uniform product or work flow . Theory X can benefit a work place that utilizes an assembly line or manual labor . Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass - produce a higher quantity and quality of work . </P> <P> Theory Y managers assume employees are internally motivated, enjoy their job, and work to better themselves without a direct reward in return . These managers view their employees as one of the most valuable assets to the company, driving the internal workings of the corporation . Employees additionally tend to take full responsibility for their work and do not need close supervision to create a quality product . It is important to note, however, that before an employee carries out their task, they must first obtain the manager's approval . This ensures work stays efficient, productive, and in - line with company standards . </P> <P> Theory Y managers gravitate towards relating to the worker on a more personal level, as opposed to a more conductive and teaching - based relationship . As a result, Theory Y followers may have a better relationship with their boss, creating a healthier atmosphere in the workplace . In comparison to Theory X, Theory Y incorporates a pseudo-democratic environment to the workforce . This allows the employee to design, construct, and publish their work in a timely manner in co-ordinance to their workload and projects . </P>

Theory x managers are more likely than theory y managers to assume that employees are motivated by