The attractiveness of the Theory Z organization is not due to any inherent improvement it offers in organizational effectiveness. Top management will be attracted to the Theory Z concept because it increases their control while giving the impression of lessening it.
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References
1.
OuchiWilliam G., Theory Z: How American Business Can Meet The Japanese Challenge (Boston: Addison-Wesley, 1981).
2.
The following section has been adapted from HatvanyNinaPucikVladimir, “An Integrated Management System: Lessons from the Japanese Experience,”Academy of Management Review (July 1981), pp. 469–74.
3.
“Trust: The New Ingredient in Management,”Business Week (6 July 1981), p. 104.
4.
See, for instance, BlauPeter M.SchoenherrRichard A., The Structure of Organizations (New York: Basic Books, 1971).
5.
See, for instance, PerrowCharles, “A Framework for the Comparative Analysis of Organizations,”American Sociological Review (April 1967), pp. 194–208.
6.
See, for instance, ThompsonJames D., Organizations in Action (New York: McGraw-Hill, 1967).
7.
ChildJohn, “Organization Structure, Environment and Performance: The Role of Strategic Choice,”Sociology (January 1972), pp. 1–22; and PughDerek S., “The Management of Organization Structures: Does Context Determine Form?”Organizational Dynamics (Spring 1973), pp. 19–34.
8.
PfefferJeffrey, Organizational Design (Arlington Heights, Ill.: AHM Publishing, 1978).
9.
Ibid.
10.
StraussGeorge, “Management by Objectives: A Critical View,”Training and Development Journal (April 1972), p. 15; SchusterFredKendallAlva F., “Management by Objectives, Where We Stand—A Survey of the Fortune 500,”Human Resource Management (Spring 1974), pp. 8–11; FeinMitchell, “Job Enrichment: A Re-Evaluation,”Sloan Management Review (Fall 1973), pp. 69–88; and ReifWilliam E.FerrazziDavid N.EvansRobert J.Jr.“Job Enrichment: Who Uses It and Why?”Business Horizons, (February 1974), pp. 73–78.
