Dear Seniors,
While pursuing my PG in HR & IR, I came across Theory Z in Motivation. I have studied X & Y theories in Motivation, but I am not able to understand it. Can any of you help me understand what Theory Z in motivation is?
Q2. It's a general question, and if you could please answer it:
What are the major differences between COMPANY, INDUSTRY & CORPORATION?
I would request my seniors to help me out with these two questions.
Awaiting your response at:
Prashant Singh
From India, Delhi
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10While pursuing my PG in HR & IR, I came across Theory Z in Motivation. I have studied X & Y theories in Motivation, but I am not able to understand it. Can any of you help me understand what Theory Z in motivation is?
Q2. It's a general question, and if you could please answer it:
What are the major differences between COMPANY, INDUSTRY & CORPORATION?
I would request my seniors to help me out with these two questions.
Awaiting your response at:
Prashant Singh
From India, Delhi
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Dear Prashant, even I am keen to know about Theory Z. However, for the second question:
1. A single firm is called a company.
2. A group of firms or companies collectively is called an industry. For example, Bridgestone and MRF are a company or firm. But when referring to the economy as a whole, all the tyre-making firms collectively will be called the tyre industry.
3. An organization is a system where there is a set of interrelated activities, and different systems work in synergy to be called an organization. An organization can be an institution, a company, or any other set of interrelated and interdependent systems.
- Ashish Juneja
From India, Delhi
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1. A single firm is called a company.
2. A group of firms or companies collectively is called an industry. For example, Bridgestone and MRF are a company or firm. But when referring to the economy as a whole, all the tyre-making firms collectively will be called the tyre industry.
3. An organization is a system where there is a set of interrelated activities, and different systems work in synergy to be called an organization. An organization can be an institution, a company, or any other set of interrelated and interdependent systems.
- Ashish Juneja
From India, Delhi
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Dear Prashant,
Probably theory Z is related to QWL motivational aspects. I possess a little knowledge in this area now, as I lost touch with the recent developments in the field. However, I can give a general outline.
'Theory Z' as a word was probably first coined by Professor William Ouchi (1981). He described the characteristics of efficient Japanese companies that produce high employee commitment, motivation, and productivity. Japanese employees are guaranteed a better QWL, increasing their loyalty to the company. Careful appraisal occurs over a period of time, and the responsibility for success or failure is shared among them and management. Most employees do not specialize in one skill area but work at several different tasks, learning more about the company as they develop. Probably the brightest example is in the Automobile maker companies (Case: Toyota). You may wish to refer to the case TACIT and SHUKKO modeling (University of California e-Scholarship repositories for detailed text).
According to Prof. Ouchi, Type Z organizations tend to have stable employment, high productivity, and high employee morale and satisfaction. Many of these outcomes are similar to Theory Y. This is probably old wine in a new bottle, which we have learned from experience that to motivate employees, one must provide a better work life.
Prof. Ouchi's site: http://www.isop.ucla.edu/eas/Ouchi.htm (Univ. of California, UCLA Asia Institute).
Lawler and Porter have also worked on this.
Hope this will provide basic info. Your second query has been answered by another friend, so skipping that section.
From India, Pune
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Probably theory Z is related to QWL motivational aspects. I possess a little knowledge in this area now, as I lost touch with the recent developments in the field. However, I can give a general outline.
'Theory Z' as a word was probably first coined by Professor William Ouchi (1981). He described the characteristics of efficient Japanese companies that produce high employee commitment, motivation, and productivity. Japanese employees are guaranteed a better QWL, increasing their loyalty to the company. Careful appraisal occurs over a period of time, and the responsibility for success or failure is shared among them and management. Most employees do not specialize in one skill area but work at several different tasks, learning more about the company as they develop. Probably the brightest example is in the Automobile maker companies (Case: Toyota). You may wish to refer to the case TACIT and SHUKKO modeling (University of California e-Scholarship repositories for detailed text).
According to Prof. Ouchi, Type Z organizations tend to have stable employment, high productivity, and high employee morale and satisfaction. Many of these outcomes are similar to Theory Y. This is probably old wine in a new bottle, which we have learned from experience that to motivate employees, one must provide a better work life.
Prof. Ouchi's site: http://www.isop.ucla.edu/eas/Ouchi.htm (Univ. of California, UCLA Asia Institute).
Lawler and Porter have also worked on this.
Hope this will provide basic info. Your second query has been answered by another friend, so skipping that section.
From India, Pune
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Thank you for providing information on Theory Z. However, the question "What is a Corporation" remains unanswered. Additionally, a friend mentioned that a firm is a company. If I am not mistaken, a firm can only be considered a company when it has a specified number of employees, which could be 10 or 20. Therefore, if a firm has only 2-3 employees, can it be classified as a company according to the Companies Act 1956?
I would appreciate an update on the above.
With Regards,
Prashant Singh
From India, Delhi
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I would appreciate an update on the above.
With Regards,
Prashant Singh
From India, Delhi
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Hi Prashant,
Please go to http://www.sos.ca.gov/business/llc/llc_faq.htm to find the answer to your question on Company and corporation. It will also help when posting questions and answers to insert dates for those who read the messages.
01/02/08
From United Kingdom
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Please go to http://www.sos.ca.gov/business/llc/llc_faq.htm to find the answer to your question on Company and corporation. It will also help when posting questions and answers to insert dates for those who read the messages.
01/02/08
From United Kingdom
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Hi Prashant,
This might help you to understand the difference between a company and a corporation. "Corporated" (and incorporated) are legal definitions of a type of company. Corporations have stock. Other types of companies include LLCs and sole proprietorships, which define legal liabilities and ownership but do not have stock.
"Company," "firm," and "established" are simply words and do not have specific legal meanings.
I hope this clarifies the distinction for you.
Best regards, [Your Name]
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This might help you to understand the difference between a company and a corporation. "Corporated" (and incorporated) are legal definitions of a type of company. Corporations have stock. Other types of companies include LLCs and sole proprietorships, which define legal liabilities and ownership but do not have stock.
"Company," "firm," and "established" are simply words and do not have specific legal meanings.
I hope this clarifies the distinction for you.
Best regards, [Your Name]
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Company and Firm are names and don't necessarily define your business in a legal sense. A corporation is an "Inc." They are legal entities created under the laws of the state in which they were formed. They can be privately or publicly held and can issue shares of stock.
An LLC is a limited liability company. That means that the personal liability of the members is limited. For example, if there are 3 members and one gets sued, the suit only affects that one person and not the other two. LLCs don't issue stock, they issue membership shares.
Regards,
Aravind.D
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An LLC is a limited liability company. That means that the personal liability of the members is limited. For example, if there are 3 members and one gets sued, the suit only affects that one person and not the other two. LLCs don't issue stock, they issue membership shares.
Regards,
Aravind.D
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Theory Z,
An organization's management philosophy must be reflective of the state the company, product, or division is in. For instance, in the 1950s and 1960s, companies in the United States were focused on mass production where the retention of results was imperative. They thus adopted a top-down management style of control. In the 1970s and 1980s, the Japanese developed a total employee involvement management style as they were looking for incremental improvement (Kaizens). While the US lost its leadership during this period, it bounced back in the 1990s with breakthrough management.
According to Professor Shoji Shiba, a world-renowned expert in breakthrough management, globally, industry has seen three eras of change and management: process control, incremental improvement, and breakthrough management. Each of these eras emerged in response to industry's need to survive, making the earlier management philosophy a basic requirement.
Process control, for instance, focused on synchronizing and minimizing all parts of an industrial process, making mass production possible. This led to the era of mass manufacturing. These methods are still used by the most sophisticated businesses across the world, thus turning into the hygiene factor.
This was followed by the era of incremental improvements, referring to small steps to improvement. Developed in Japan in the 1970s and 1980s, this process focused on delivering incremental improvement in products and services. Incremental improvement is based on the business logic of customer orientation, that is, focused on customer satisfaction. It focuses on total participation of employees and expects small but critical improvements in the organization—Kaizens.
The key player in this process is the shop floor worker. The focus of the philosophy is to gain total employee involvement and deliver an improved product to the customer.
While these philosophies continue to serve the purpose, they are not enough for a company to survive in an era of 10x change—thus making it imperative for them to seek new businesses and embrace breakthrough management.
While incremental improvement requires only the standards to be altered, breakthrough management requires a change in the business, keeping the basic values of the organization unchanged. Who else but the top management can change the organization's business? Who else but the top management understands the core values of the organization better than anyone else?
Thus, adopting the breakthrough philosophy requires a paradigm shift in the mindset of the top management—unlearn all that they have learned in the past and learn new management practices. The entire orientation becomes forward-focused rather than being backward-focused, that is, the orientation is 'how can we' and 'what is going right,' rather than 'why can't we' and 'what went wrong.'
A company pursuing a breakthrough idea has to continue to deliver its existing product or service in order to survive. The top management thus has to spend some time on the control process and incremental improvement to ensure that the existing business is not killed.
While doing so, the top management needs to build a dream team, led by a person having an emotional bonding with the breakthrough idea. This means creating an 'ambidextrous organization'—an organization within an organization to create hypothesis and experiment for exploring the breakthrough idea. This once again requires an unwavering commitment of the top management.
The 'control' process is based on Theory X—wherein management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised, and comprehensive systems of controls developed. A hierarchical structure is needed with a narrow span of control at each level. It suggests the power of standardization and control of workers in pursuit of mass production.
'Incremental improvement' is based on Theory Y—which assumes that employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control and self-direction. It is believed that given a chance, employees have a desire to be creative and forward-thinking in the workplace.
This essentially means having a process that requires knowledge assimilation, continuous improvement, and worker development in pursuit of something new. This kind of management requires the use of tools such as Kaizens and is normally focused on the shop floor worker bringing about change.
But for an organization to achieve a 'breakthrough,' a CEO has to break away from rational or logical thinking and believe in intuition, at least in certain circumstances. This is Theory Z propounded by Shiba.
It is usually a crazy idea or an idea that sounds crazy to start with that leads to the development of innovative products or services. After all, who would have thought that one day we would be able to fly—an airplane must have sounded like a crazy idea, as must have the Internet or mobile phones.
Shiba has been training companies in India to realize breakthrough. He, along with the Confederation of Indian Industry (CII), formed the first CII Learning Community (CII-LC) with six companies that have achieved many breakthroughs over the past three years.
After the success of the first CII-LC, Shiba set up the second Learning Community with another five companies, which are also working towards achieving breakthroughs in not only products but also business processes, business models, and so on. CII is working towards expanding the Learning Community network to benefit a large number of companies.
Regards,
Aravind.D
Acknowledge(0)Amend(0)
An organization's management philosophy must be reflective of the state the company, product, or division is in. For instance, in the 1950s and 1960s, companies in the United States were focused on mass production where the retention of results was imperative. They thus adopted a top-down management style of control. In the 1970s and 1980s, the Japanese developed a total employee involvement management style as they were looking for incremental improvement (Kaizens). While the US lost its leadership during this period, it bounced back in the 1990s with breakthrough management.
According to Professor Shoji Shiba, a world-renowned expert in breakthrough management, globally, industry has seen three eras of change and management: process control, incremental improvement, and breakthrough management. Each of these eras emerged in response to industry's need to survive, making the earlier management philosophy a basic requirement.
Process control, for instance, focused on synchronizing and minimizing all parts of an industrial process, making mass production possible. This led to the era of mass manufacturing. These methods are still used by the most sophisticated businesses across the world, thus turning into the hygiene factor.
This was followed by the era of incremental improvements, referring to small steps to improvement. Developed in Japan in the 1970s and 1980s, this process focused on delivering incremental improvement in products and services. Incremental improvement is based on the business logic of customer orientation, that is, focused on customer satisfaction. It focuses on total participation of employees and expects small but critical improvements in the organization—Kaizens.
The key player in this process is the shop floor worker. The focus of the philosophy is to gain total employee involvement and deliver an improved product to the customer.
While these philosophies continue to serve the purpose, they are not enough for a company to survive in an era of 10x change—thus making it imperative for them to seek new businesses and embrace breakthrough management.
While incremental improvement requires only the standards to be altered, breakthrough management requires a change in the business, keeping the basic values of the organization unchanged. Who else but the top management can change the organization's business? Who else but the top management understands the core values of the organization better than anyone else?
Thus, adopting the breakthrough philosophy requires a paradigm shift in the mindset of the top management—unlearn all that they have learned in the past and learn new management practices. The entire orientation becomes forward-focused rather than being backward-focused, that is, the orientation is 'how can we' and 'what is going right,' rather than 'why can't we' and 'what went wrong.'
A company pursuing a breakthrough idea has to continue to deliver its existing product or service in order to survive. The top management thus has to spend some time on the control process and incremental improvement to ensure that the existing business is not killed.
While doing so, the top management needs to build a dream team, led by a person having an emotional bonding with the breakthrough idea. This means creating an 'ambidextrous organization'—an organization within an organization to create hypothesis and experiment for exploring the breakthrough idea. This once again requires an unwavering commitment of the top management.
The 'control' process is based on Theory X—wherein management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised, and comprehensive systems of controls developed. A hierarchical structure is needed with a narrow span of control at each level. It suggests the power of standardization and control of workers in pursuit of mass production.
'Incremental improvement' is based on Theory Y—which assumes that employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control and self-direction. It is believed that given a chance, employees have a desire to be creative and forward-thinking in the workplace.
This essentially means having a process that requires knowledge assimilation, continuous improvement, and worker development in pursuit of something new. This kind of management requires the use of tools such as Kaizens and is normally focused on the shop floor worker bringing about change.
But for an organization to achieve a 'breakthrough,' a CEO has to break away from rational or logical thinking and believe in intuition, at least in certain circumstances. This is Theory Z propounded by Shiba.
It is usually a crazy idea or an idea that sounds crazy to start with that leads to the development of innovative products or services. After all, who would have thought that one day we would be able to fly—an airplane must have sounded like a crazy idea, as must have the Internet or mobile phones.
Shiba has been training companies in India to realize breakthrough. He, along with the Confederation of Indian Industry (CII), formed the first CII Learning Community (CII-LC) with six companies that have achieved many breakthroughs over the past three years.
After the success of the first CII-LC, Shiba set up the second Learning Community with another five companies, which are also working towards achieving breakthroughs in not only products but also business processes, business models, and so on. CII is working towards expanding the Learning Community network to benefit a large number of companies.
Regards,
Aravind.D
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