Abstract
There are many similarities between the Theory Y approach to management in the West and the management style of the People9s Republic of China. This article analyzes in detail the similarities and differences between the managerial ideas and practices of the two approaches, makes comparisons of results, and evaluates the implications of the Chinese experiment for U.S. managers who favor Theory Y. The author concludes that the Chinese experiment provides evidence that Theory Y organizations can be remarkably efficient and productive in a wide range of situations, but suggests that wide-scale adoption in the West will come about gradually because of differences in political ideology and practice.
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