Lecture: Theory Z Participative Management Styles: Theory Z - William Ouchi During the 1970s‚ when Japanese-style management was all the rage‚ William Ouchi‚ took the Theory X‚ Theory Y concept one step further: Theory Z. This is the participative model. Ouchi was born and educated in America‚ but was of Japanese descent. He visited Japan and studied their success with team and participative management and developed this theory. Assumptions about: Workers’ motivation. Theory X The Theory X manager
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William Gilbert William Gilbert was also known as William Gilbert. He lived from 24 May 1544 – 30 November 1603. He was an English physician‚ physicist and natural philosopher. He didn’t agree with the traditional way of learning which was to learn completely from books and instead tried investigating and experiments of his own to find out information. He became famous for his experiments with electricity and magnetism which he published books on. William Gilbert first coined the term "electricity"
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Theory Z is a management philosophy that stresses employee participation in all aspects of company decision making. It was first described by William Ouchi in his book Theory Z- How Man American Business Can Meet the Japanese Challenge. Theory Z incorporates many elements associated with the Japanese approach to management‚ such as trust and intimacy‚ but Japanese ideas have been adapted for use in the United States. In Theory Z organizations‚ managers and workers share responsibilities; the management
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Theory Z: The In-Between and Grey Area Name Here Indiana University – Purdue University Fort Wayne 3/24/2013 Abstract The purpose of this paper is to discuss the popular Theory X and Theory Y made famous by Douglas McGregor in the 1960’s which offers a very “hard” and “soft” view of leadership and addresses the grey area that is not addressed in his theory. We will take a look at the theory that is relatively new and in many respects attempts to blend the best of both of McGregor’s theories
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WILLIAM OUCHI : THEORY Z Realizing there are many valuable lessons to be learned from the Japanese‚ William Ouchi1 developed a theory‚ called Theory Z‚ which attempts to integrate American and Japanese management practices. Theory Z combines the American emphasis on individual responsibility with the Japanese emphasis on collective decision making‚ slow evaluation and promotion‚ holistic concern for employees. Other factors recommended by Ouchi‚ such as length of employment and career path characteristics
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Mc Gregor’s Theory X and Theory Y Two distinct sets of assumptions that managers in general‚ have about their employees and which often turn out to be self-fulfilling prophesies. Theory X assumptions are that most people dislikes work and will avoid it to the extent possible‚ therefore they must be continually coerced‚ controlled‚ and threatened with punishment to get the work done‚ and that they have little or no ambition‚ prefer to avoid responsibility‚ and choose security above everything
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Comparison and Contrast on Theory XY and Z Douglas McGregor suggested that there are two different ways in which we can look at workers attitudes toward work. Each of these views‚ which McGregor called Theory X and Theory Y‚ has implications for management. Theory X (’authoritarian management’ style) -People do not really like to work and will avoid it if at all possible so they must be coerced‚ controlled‚ directed‚ threatened with punishment to get them to work. -The average worker avoids
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David Hochheim Markets‚ Bureaucracies‚ and Clans William G. Ouchi (1980) The text „Markets‚ Bureaucracies‚ and Clans “ written by William G. Ouchi in 1980 describes these three modes of control for forming an organization. At first William G. Ouchi aks the question what an organization really is. He refers to different authors‚ who are answering this question. At first he refers to March and Simon’s (1958) who a taking the aspect in consideration‚ that an organization “will exist so
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Comparison and Contrast on Theory XY and Z Douglas McGregor suggested that there are two different ways in which we can look at workers attitudes toward work. Each of these views‚ which McGregor called Theory X and Theory Y‚ has implications for management. Theory X (’authoritarian management’ style) -People do not really like to work and will avoid it if at all possible so they must be coerced‚ controlled‚ directed‚ threatened with punishment to get them to work. -The average worker avoids responsibility
Free Theory Z Management Theory X and theory Y