William Ouchi’s Theory Z of Leadership

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American professor and author, William Ouchi developed theory Z after a comparative study of American and Japanese management practices popularized during the Asian economic boom in the 1980s. During this study, William Ouchi identified various traits of Japanese leadership that formed the basis for a new leadership theory – Theory Z.

William Ouchi Theory Z

Theory Z is an integrated motivation model which suggests that large complex organizations are human systems, and their effectiveness depends on the quality of humanism employed. This theory emphasizes the significance of a lenient relationship between the leaders and the subordinates and assumes that the workers are motivated by a strong social relationship with the organization.

Type ‘Z’ organization consists of three main features like subtlety, intimacy, and trust. Subtlety involves sensitivity towards others that yields higher productivity, intimacy implies support and concern, and trust is something that demands mutual trust between members of the organization to reduce conflict and encourage teamwork.

One of the predominant assumptions of this theory is that the management harbors a high intensity of confidence in its workers in order to support a participative management, in which the employees participate in the decision making to a great degree. Ouchi anticipates employees’ knowledge regarding the various issues of the organization as well as possessing the competence to make those decisions. He also pinpoints the fact that the management at times exhibits tendencies that underestimate the potential of the employees in contributing efficiently to the decision making process.

Distinguishing Features of Theory Z

William Ouchi Theory Z Model

Mutual Trust

William Ouchi explains how mutual trust, integrity, and openness become the essential elements of an efficient organization. In this case, top managers act as facilitators and not as decision makers. When there are trust and understanding between the work groups, management, and the union, conflicts are narrowed down and the employees exhibit complete cooperation in achieving the organizational objectives.

Integrated Organization

It emphasizes sharing information among the team members. It also involves job rotation which improves employees’ understanding of the interdependence of tasks.

Consensual Decision Making

Theory Z proposes that involvement of employees in the matters of the management improves their performance and commitment. Involvement entails meaningful participation of employees in the decision-making process, in matters that directly affect them. Such participation stimulates a sense of responsibility and escalates performance and enthusiasm in implementing decisions.

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Coordination

Managers and team leaders are required to coordinate the efforts of the employees in order to develop a common culture in the organization. A leader is entitled to process communication by analysis and debates.

Strong Bond Between the Organization and the Employees

There are various techniques that can be employed to institute a strong bond between the employees and the organization. Shareholders may renounce dividends to circumvent retrenchment of workers. Jobs may be made permanent; granting lifetime employment opportunities to the employees resulting in employee loyalty towards the organization. Greater emphasis must be given to the horizontal movement to reduce stagnation. Employee career planning must be prioritized so that every employee is rightly placed resulting in a more conductive and stable work environment.

Human Resource Development

Theory Z is a hybrid system that incorporates the strengths of Japanese management, in which group decision making, social-cohesion, job security, and quick decision making are the areas of concern. It also incorporates the American management in which a quick decision making, risk-taking, and individual freedom are the incorporated areas of concern. In theory Z, the abilities of every individual are recognized and attempted to utilize and develop them through career planning, training, job enlargement, and so on.

Informal Control System

An organizational control system should be informal. To follow this control system, the emphasis should be on cooperation and mutual trust, and not on the superior-subordinate relationship.

Limitations of William Ouchi’s Theory Z

  • Employee participation in the process of decision making is not always encouraged by the managers; as it might be the question of their ego. On the other hand, employees also may fear involvement in decision making due to the fear of criticism. It is certain that employees often do not understand the bigger issues, hence being a part of the decision-making meeting may not turn out to be fruitful. Besides, if all the employees start taking interest in decision making, the process may seem lengthy and slow.
  • Theory Z emphasizes an unstructured organization, which can lead to chaos and nobody in the organization will choose to take responsibility for any action.
  • Employees may not be interested in the lifetime employment scheme; as it is possible that the employees are ambitious. Although it is aimed to build a strong rapport and loyalty among the superiors and subordinates, it just aids in job security. Besides, job security fabricates lazy employees. On the other hand, employers too don’t seek to retain lazy and inefficient human resources.
  • Engendering a common culture may not always be practical since an organization constitutes of employees from different regional, linguistic and religious backgrounds with people varying in practices, behaviors, and habits.
  • After all, Theory Z emerged from the Japanese principles, which may not seem beneficial for the rest of the world. Since all the economies differ in structure, form, and culture, the theory may not seem to work for all of them.

Conclusion

William Ouchi doesn’t enumerate that the Japanese culture for business is certainly the best strategy for the American companies. Ouchi makes necessary assumptions, which include the concept of workers wanting to build happy and intimate work relationships. Theory Z workers have a dire need to be supported by the organization they work for and deeply value the work environment in which culture, family, social institutions, and traditions are equally important as work itself. These workers have a great sense of discipline, order, a sense of cohesion with the fellow workers, and a moral obligation to work hard. Theory Z aims to develop a workforce that is loyal towards the organization throughout its career.

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