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Management - Vikhanskiy OS

4.4. Ouchi model

The widely known organization of type "Z" (see the introductory chapter), described by U. Ouchi, is an attempt to show how the combination of the advantages of two quite different cultures (Japanese and American) "gives birth" to an effective variant of the culture of the American business organization.

U. Ouchi constructed his research on a comparative analysis of seven variables of organizational culture:

• the organization's obligations towards its members;

• evaluation of the performance of work;

• Career planning;

• control system;

• making decisions;

• level of responsibility;

• interest in the person.

These seven compared variables are presented in Table. 10.8.

Obligations towards employees. According to U. Ouchi, all three types of organization appreciate the low level of staff turnover. Dismissals are only applied in a stalemate.

However, how this cultural value is maintained distinguishes these three types of organizations. If in Japan, for this purpose, the system of lifetime employment is more often used, then American firms traditionally focus on short-term hiring, giving the individual freedom of choice. Although in practice, most American workers and employees are building their life careers, changing a small number of companies.

Table 10.8.

Model organization of type "Z" U. Ouchi

Evaluation of the performance of work. All three types of organizations carry out this work using both quantitative and qualitative gauges. However, the time lag and his influence on career have differences. Thus, in a "purely" American firm, rapid progress is valued, based on the evaluation of work using a variety of quantitative meters.

Career planning. The number of performed in the process of passing the career of the functions significantly distinguishes Japanese and American managers. The "third way" offers to diversify the manager's career within the framework of three to five functions.

Control system. No organization can do without control. However, each organization decides this in its own way. If a typical American firm has a clear, clear and fairly formal reporting system, then for the "ideal" model, the Japanese approach is mainly proposed, when control is exercised through informal and less structured mechanisms. One of the most effective mechanisms is the organizational culture.

Making decisions. Preference is given to the Japanese version, when decisions in the organization are made at the group level and on the consensus (all basically agree and make decisions for execution) basis.

Level of responsibility. Unlike the advantages of a group consensus solution, the model of U. Ouchi suggests that for an American firm of type "Z" to retain responsibility at an individual level. In this case, it is assumed that two different cultural values ​​(group decision and individual responsibility) should get along with each other. This is solved in many cases through the mechanism of participation in management, which retains traditionally the last word in the decision for the manager. The American personality does not suffer at the same time.

Interest in people. Following the Japanese approach, U. Ouchi suggests in the variant "Z" to consider the person in the organization more than just an employee, to show interest in his home life, hobbies, faith, desires, fears and inspiration. Typically, the US approach to seeing in an individual only an employee limits the ability to manage a person in an organization.

Model U. Ouchi received in practice the application at a number of Japanese automobile factories of the firms Toyota and Nissan in the United States. In those cases where companies systematically invested in their employees and their work over a long period of time, gradual and significant improvements were observed.