Theory X Theory Y (McGregor)
Theory Z (Ouchi)

ナレッジセンター

   

堅くか柔らかい経営か。 McGregorのTheory X Theory Yの説明。 (「60)。 ウィリアムOuchi著Theory Zの説明。 (「81)

目次

  1. 要約
  2. フォーラム
  3. ベストプラクティス
  4. Expert Tips
  5. リソース
  6. 印字

理論Xおよびyは何であるか。 記述

ダグラスMcGregor、アメリカの社会的な心理学者は、彼の本「The Human Side Of Enterprise」の彼の有名な理論Xおよび理論yモデルを提案した(1960年)。
 

 

理論X

理論y

仮定

人間は本来できれば働を嫌い、それを避けることを試みる。 演劇および残り自然があるとして人々の意見の仕事。 人間は彼らの私生活のと彼らの仕事の物理的な、精神努力の同量を費やす。
  人々の嫌気の仕事が経営によって彼ら従って強制されか、または制御され、脅されなければならないので彼らは十分に懸命に働く。 人々が独創力のあれば、構成の目標に自己指示する。 制御および罰は唯一のメカニズム行うことを許可した人々をでない。
  一般の従業員は指示されたいと思う。 仕事の満足度は従事の従業員および彼らのコミットメントを保障することに主である。
  人々は責任を好まない。 人々は責任を受け入れ、責任を追求することを学ぶ。 一般の人間は、適切な条件の下で、受け入れないが、シーク責任しか自然に均等にする。
  一般の人間は明らか、明瞭、仕事で安全に感じたいと思う。 人々は想像的、創造的である。 工夫が仕事で問題を解決するのに使用されるべきである。

適用

Shop Floor、Mass Manufacturing。 生産労働者。 専門職業的業務、知識労働者。 マネジャーおよびProfessionals。

を促す

大規模で有効な業務。 Professionalsの経営、Participative複雑な問題解決。

管理スタイル

独裁主義的で、堅い経営。 Participative、柔らかい経営。

彼が理論yを考えたどんなにMcGregorは望ましいモデルとして理論yを見、マネージメントメソッドは、大規模な業務で使用しにくかった。


Theory Z - Ouchi

1981年に、ウィリアムOuchiは一緒にTheory Zを形作るアメリカおよび日本の経営慣行を結合した次の特徴を持っている変形を思い付いた: 長期的な雇用-集合的な意思決定-、明確の非公式制御暗黙、個々の責任-遅い評価及び昇進-形式化された手段-適度に専門にされたキャリアへの道-および家族を含む従業員についての総合的な、全体的なの心配。


Theory X Theory Y Theory Z フォーラム
  Theory X and Y in Nigeria
What are real life situations or applications of theory X and Y in Nigerian leadership today (APC)? Please give Nigerian political examples....
     
 
  Theory X, Y and Z in Government Organizations
HI. I'd like to know your thoughts on Theories X, Y and Z (McGregor and Ouchi) in governmental organizations.
To what extent are they applicable to management, administration and employee empowerment in such bureaucracies?...
     
 
  Why Participative Management is Needed in Today's High Tech World
Managing in today's organization is very complex due to the rapid change in technology. In order to remain competitive many organizations have to change management styles so they can effectively deliver to the consumer.
A key part of managing f...
     
 
  McGregor's XY Model is not a Model For Action
The real Theory Z is that people don't understand that this XY model is not a model for action. It has been developed to analyze and provide a rationale for why there is conflict in organisations and to oversimplify the problems, not as a basis for p...
     
 
  Theory U: The origin of leadership is irrelevant
Individuals at the top, middle, and bottom of the organization could informally personify leadership without a hierarchical role, as part of a process to create value despite changing conditions according to Cashman (1998) and Scharmer (2007).
<...
     
 
  In Practice you Need to Combine Theories
It is not possible to put just one theory into practise without borrowing few elements from another. I am of the view that all the theories are interchangeable....
     
 
  It's Time for Theory Z
Long term employment may be seen as security of tenure. Several years ago, I carried out a study in Exeter and discovered that security of tenure topped the list of what motivated workers.
Another interesting part of Theory Z is concer...
     
 
  Dress Code, Bold Voice, Self Confidence and Motivation Power
Whenever you try to guide someone, following three leadership factors affect your mission to leadership. You should always:
- Maintain a professional dress code
- Speak with a bold sound of self realization, and
- Feel a high mo...
     
 
  Applying Theory Z in Practice
People with enough motivation and empowerment do not need to be coerced to work. The trick is to lay down parameters and clearly define the scope of work with accountability and responsibility. It is amazing to see the innovations and fun at work. Th...
     
 
  Growing from Theory X to Z to Y
- Theory X naturally comes to play at the inception of almost every business undertaking.
- In the growing stage of a business, when management realises its strong hands (competent employees), the value of utilizing/ retaini...
     
 
  Theory Y is a Farce in Practice
I personally do not have much faith that theory Y is real in practice. May be happening in highly professionalised industries. But as we all know human ingenuity is always there.
Theory X (autocratic style) still continues practically behind the...
     
 
  Job Requirements Influence X or Y
Theory X and Y are dependent on the job requirements also.
One can't be participative on all situations / jobs. The value of the individual, job requirement, and the culture of the orgigin influence the behavior of the employee....
     
 
  Role of Perception and Turbulence
Theory X, Theory Y and Theory Z bring to mind the role of perception and judgmental attributions of a person's action and behavior. Greatly influenced by organisational repositioning response to the ever changing pestle factors and likewise the worke...
     
 
  Contigency Management Principle
Theory Y and theory X metamorphose into the Contingency Theory. There is no particular best style of management, but the situation and environment which necessitate the leadership style....
     
 
  No Prototypical Behavior
I personally do not believe in prototypical behavior. This means that people act the way they act based on circumstances. Thus in our social intercourse and discourses we shall always fall into either of these 3 theories. It is therefore prude...
     
 
  Theory Z Explanation
Explain the Theory Z in brief as by little explanation its difficult to judge. Moreover, it is a more practical approach and tends to todays professional requirements....
     
 
  Threatening Workers does not Work
Workers are suppose to be motivated and not be threatened like in theory X because if you threaten them the performance can not match the effort, need and organizational goals....
     
 
  Contribution for Today?
What is the relevance of theory X and Y theory Z to modern management for today?...
     
 
  The Role of Favoritism in Recruitment
Theory X and Theory Y are dependent too on recruitment and selection processes. When favoritism plays a part in these exercises, definitely the model of the theories will collapse....
     
 
  The Role of Empowerment
We will always have X & Y type of people. What can make an X turn into an Y and vice a versa is EMPOWERMENT. If I can empower X he will turn into Y and the opposite will work too....
     
 

Theory X Theory Y Theory Z 特別興味グループ


特別興味グループ

Theory X Theory Y Theory Z 教育とイベント


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ベストプラクティス - Theory X Theory Y Theory Z プレミアム

Expert Tips (ENG) - Theory X Theory Y Theory Z プレミアム
 

Self-fulfilling Prophesies

An important aspect of McGregor's ideas is his belief that managers who hold either set of assumptions can create self-fulfilling prophesies - that is...
Usage (application)Further information
 
 
 

LEADER: Best Practices for Effective Leadership Behavior

Following six short behavioral tips can help you to enhance your leadership efficiency:
1. L - LISTENING: Actively listening to others will help ...
Usage (application)Leadership Behavior, Leadership Effectiveness, Leadership Style
 
 
 

Differences in Organizational Commitment Between Paid Workers and Volunteers

Paid and unpaid workers in hybrid organizations
Although financial considerations are an important reason to work for a certain organization, the...
Usage (application)Organizational Commitment, Employee Motivation, Non-profit Organizations
 
 
 

Theory X problem

McGregor pointed out that a command and control environment is not effective, because it includes lower desires as levers of motivation. However in mo...
Usage (application)Leadership
 
 

リソース - Theory X Theory Y Theory Z プレミアム
 

ニュース

theory McGregor
     
 

ニュース

theory Ouchi
     
 

動画

theory McGregor
     
 

動画

theory Ouchi
     
 

プレゼンテーション

theory McGregor
     
 

プレゼンテーション

theory Ouchi
     
 

もっと

theory McGregor
     
 

もっと

theory Ouchi
     

Theory X Theory Yをと比較した:  Leadership Styles  |  Managerial Grid  |  Leadership Continuum  |  Situational Leadership  |  Bases of Social Power  |  EPIC ADVISERS  |  Hierachy of Needs  |  Expectancy Theory  |  Path-Goal Theory  |  Hawthorneの効果  |  ERG Theory  |  HertzbergのTwo Factor Theory  |  Change Management  |  Seven Surprises  |  Seven Habits  |  Eight Attributes of Management Excellence  |  Five Disciplines  |  Ten Principles of Reinvention  |  Fourteen Points of Management  |  Charismatic Leadership  |  必要性の理論


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