Effect of Ouchi Theory Z on the Performance of Selected Microfinance Banks in Warri Metropolis in Delta State

The study focused on the effect of Ouchi theory Z on the performance of selected Microfinance Banks in Warri Metropolis in Delta State. The hypothetical aim was to ascertain the type of relationship that exists between the variables. The population covered 50 staff (Senior and Junior) of the selected Microfinance Bank in the area under study. The instrument employed for data collection was through personal (face-to-face) discussion with the respondents. Positive and reliable results were obtained. The data was analyzed through tables and chi-square statistical technique. The findings revealed that negative correlation exists between Ouchi theory Z and performance of Microfinance Bank. Calculated value less than the critical value (0.722 < 3.84) was equally 0bserved. This connotes a negative relationship between the dependent and independent variable. Microfinance banks in the area under study have been operating independently without the application of Ouchi theory Z that encourages workers/employees satisfaction that result in an increase in productivity. The study recommended that team work should be encouraged among Microfinance Bank. There should be employee participation in decision making and strategic planning among Microfinance Banks. Again, constant and continuous communication (CCC) leadership style should be maintained between employees and employers of Microfinance Banks for maximum productivity.

Effect of Ouchi Theory Z on the Performance of Selected Microfinance Banks in Warri Metropolis in Delta State

The study focused on the effect of Ouchi theory Z on the performance of selected Microfinance Banks in Warri Metropolis in Delta State. The hypothetical aim was to ascertain the type of relationship that exists between the variables. The population covered 50 staff (Senior and Junior) of the selected Microfinance Bank in the area under study. The instrument employed for data collection was through personal (face-to-face) discussion with the respondents. Positive and reliable results were obtained. The data was analyzed through tables and chi-square statistical technique. The findings revealed that negative correlation exists between Ouchi theory Z and performance of Microfinance Bank. Calculated value less than the critical value (0.722 < 3.84) was equally 0bserved. This connotes a negative relationship between the dependent and independent variable. Microfinance banks in the area under study have been operating independently without the application of Ouchi theory Z that encourages workers/employees satisfaction that result in an increase in productivity. The study recommended that team work should be encouraged among Microfinance Bank. There should be employee participation in decision making and strategic planning among Microfinance Banks. Again, constant and continuous communication (CCC) leadership style should be maintained between employees and employers of Microfinance Banks for maximum productivity.

COMPANY MANAGERS’ PROPENSITY FOR PARTICIPATIVE DECISION MAKING—A MIXED-METHOD STUDY AMONG TEXTILE INDUSTRIES IN BANGLADESH

The study intended to identify if the assumptions of the “Theory Z” serve as predictors of the manager’s propensity for participative decision making. Earlier research reports that apart from employee’s intent to join in decision-making forum, the manager’s tendency is equally essential. The seven assumptions of the “Theory Z” were assessed for finding managers penchant for participative decision making. This study follows an explanatory sequential mixed method research approach with an emphasis on quantitative results. The sample comprises managers (strategical, tactical and operational) from thirteen Bangladeshi Textile Industries. Findings suggest that Ouchi’s assertion of the assumptions of the Theory Z (leadership style, trust, and organisational culture) have reliable predictability for manager’s propensity for participative decision making. The study theoretically contributes to the managers’ propensity for participative decision-making study by assessing the assumptions of the “Theory Z”. Practically, the findings present a convincing argument for managers to challenge their employees’ perceptions continually and to analyse objectively how their bias affects their decision-making processes in the least developed countries. KEYWORDS: Theory Z, managers’ propensity for participative decision making, leadership, trust, organisational culture, Bangladesh