economy, and the law. Some examples of these factors are a competitor who offers a more autonomous environment for skilled employees and control the job pool; the economy for a specific manufactured good results in a spike in demand causing a production crisis; the laws for a specific industry change and require employees who have extensive knowledge and certification causing the company employees talent and motivation to change. Theory X and Theory Y Douglas McGregor introduced Theory X and Theory Y in 1957. This psychological concept proposed that how one viewed human relationships to those of an enterprise determined their style of management. Theory X proposes that people inherently lack the motivation and desire for responsibility and need to be closely supervised, directed, and tightly controlled in order to achieve team objectives. Without it, workers may become unwilling to work. This is considered the more conventional theory and results in management styles that have high degrees of control over employees. Theory Y conversely suggests that it is human nature to be motivated by objectives and gain satisfaction through the completion of work. Those who believe in Theory Y believe that it is the responsibility of management to foster environments where employees can develop potential and utilize their skills to achieve objectives. This perspective leads to management styles that give the workers more decision making control and provide less supervision. Types of management styles All management styles can be categorized by three major types: Autocratic, Democratic, and Laissez-Faire, with Autocratic being the most controlling and Laissez-Faire being the least controlling. Autocratic Autocratic management is the most controlling of the management styles. Variations of this style are authoritative, persuasive, and paternalistic. Autocratic managers make all of the decisions in the workplace. Communication with this type of management is one way, top-down to the employees. Employee ideas and contributions are not encouraged or considered necessary. Roles and tasks are clearly defined, and workers are expected to follow these directions without question while being consistently checked and supervised. This type of style is particularly useful in organizations with hierarchical structures where management makes all of the decisions based on positioning in the hierarchy. Employees that benefit from this style of management include those who are new, unskilled, or unmotivated, as they need the supervision and clear direction. Managers can benefit greatly from using this style in times of crisis or serious time constraints. The