Published on April 10, 2010
Slide 1: Reported by: Lea Jane D. Buensalido, RN Slide 2: William G. Ouchi An American professor and author in the field of business management He was a pioneer in introducing interactional leadership theory in his application of Japanese-style management to corporate America. Studied the differences between Japanese and American companies and management styles Born 1943 Honolulu, Hawaii He earned a B.A. from Williams College (1965), an MBA from Stanford University (1967) and a Ph.D. in Business Administration from the University of Chicago (1972). Development of Theory z : Development of Theory z Has been called a sociological description of the humanistic organizations advocated by management pioneers such as Elton Mayo, Chris Argyris, Rensis Likert, and Douglas McGregor. In the 1970s and 1980s, many United States industries lost market share to international competitors, particularly Japanese companies. Concerns about the competitiveness of U. S. companies led some to examine Japanese management practices for clues to the success enjoyed by many of their industries. This led to many articles and books purporting to explain the success of Japanese companies. It was in this atmosphere that Theory Z was introduced into the management lexicon. Slide 5: Theory Z: How American Management Can Meet the Japanese Challenge – His first book in 1981 summarized his observations. It currently ranks as the seventh most widely held book of the 12 million titles held in 4000 U.S. libraries. Differences between American and Japanese Management Practices : Differences between American and Japanese Management Practices Characteristics of Theory Z : Characteristics of Theory Z consensus decision making guarantee of lifetime employment job security slower promotions quality circles establishment of strong bonds of responsibility between superiors and subordinates fitting employees to their jobs a holistic concern for the workers Slide 8: THEORY Z COMPANIES SEVEN “S”OF MANAGEMENT : SEVEN “S”OF MANAGEMENT HARD “S”: Strategy-plan of action Structure-the organization Systems-formal and informal procedures that support the strategy and structure Slide 10: SOFT “S” 4. Superordinate goals-guiding concepts 5. Staff-the people/human resource 6. Skills-the distinctive competences 7. Style-the cultural style of the organization or how managers achieve goals SEVEN “S”OF MANAGEMENT Comparison & Contrast of Theories X, Y & Z : Comparison & Contrast of Theories X, Y & Z Comparison & Contrast of Theories X, Y & Z : Comparison & Contrast of Theories X, Y & Z Comparison & Contrast of Theories X, Y & Z : Comparison & Contrast of Theories X, Y & Z Comparison & Contrast of Theories X, Y & Z : Comparison & Contrast of Theories X, Y & Z Slide 15: “Management focused on increasing employee loyalty to the company by being concerned about the well-being of the employee, both on and off the job, offering life-long security of employment.” “Management emphasized stable employment, high employee morale & high satisfaction as keys to high productivity.” REFERENCES : REFERENCES Website: Wikipedia. http://en.wikipedia.org/wiki/Theory_Z Website: Enotes. http://www.enotes.com/management-encyclopedia/theory-z Marquis, Bessie and Carol Houston. (2006) Leadership Roles and Management Functions In Nursing Theory and Application. 6th Edition. Hongkong: Lippincott Williams and Wilkins. Tomey, Ann M. (2004) Guide to Nursing Management and Leadership. 7th Edition. Singapore: Mosby Inc. Slide 17: THANK YOU! Have a nice day. GOD BLESS!