Theory Z: Difference between revisions
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imported>Doug Williamson (Create page. Sources: linked pages and Lumenlearning webpage https://courses.lumenlearning.com/suny-hccc-introbusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/) |
imported>Doug Williamson (Update.) |
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Theory Z | 'Theory Z' is used to describe a number of different developments of the Theory X and and Theory Y models identified by Douglas McGregor. | ||
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*An expectation of reciprocity and support from the employer. | *An expectation of reciprocity and support from the employer. | ||
*Valuing a working environment in which values including family, culture, and traditions are considered to be just as important as the work itself. | *Valuing a working environment in which values including family, culture, and traditions are considered to be just as important as the work itself. | ||
*Given the right management support, workers can be trusted to do their jobs to their utmost ability and look after for their own and others’ well-being. | *Given the right management support, workers can be trusted to do their jobs to their utmost ability, and to look after for their own and others’ well-being. | ||
Revision as of 15:16, 17 September 2019
'Theory Z' is used to describe a number of different developments of the Theory X and and Theory Y models identified by Douglas McGregor.
The best-known Theory Z was popularised by William Ouchi in his book Theory Z: How American Management Can Meet the Japanese Challenge (1981).
Theory Z's assumptions about employee motivation include:
- A strong desire for affiliation.
- An expectation of reciprocity and support from the employer.
- Valuing a working environment in which values including family, culture, and traditions are considered to be just as important as the work itself.
- Given the right management support, workers can be trusted to do their jobs to their utmost ability, and to look after for their own and others’ well-being.
