The Human Side of Enterprise by Douglas Mcgregor
New York: McGraw-Hill, 1960. Hardcover. 246 pages ; 21 cm. In original dust jacket with firm binding, clean and unmarked pages.
THE HUMAN SIDE OF ENTERPRISE
From the pen of one of the best-known men in this field, past president of Antioch College and now Professor of Management at the School of Industrial Management at M.I.T. and board member of the Foundation for Research on Human Behavior, comes this challenging book.
The text deals with policies and practices in the management of human resources in business and industrial organization, examining them in the light of current social science knowledge about human nature and behavior. Two important suppositions form the basis of this material:
Theory X—The assumptions upon which traditional organizations are based and which appear inadequate for the full utilization of human potentialities.
Theory Y—The assumptions consistent with current research knowledge which could lead to higher motivation and greater realization of both individual and organizational goals.
The implications of Theory Y in regard to the administration of salaries and promotions, performance appraisal, staff-line relationships, participation, leadership, management development, and the managerial team are discussed.
The author demonstrates the unrealistic and limiting assumptions of traditional theories of management concerning human nature and the control of human behavior in the organizational setting; that the reliance on authority as the primary means of control in industry leads to resistance, restriction of output, indifference to organizational objectives, the refusal to accept responsibility, and results in inadequate motivation for human growth and development.
In contrast to the above, the author observes the consequences of selecting methods of managerial control appropriate to the conditions of the modern industrial organization, persuasion and professional help being as successful as the use of authority. This idea is examined through present knowledge of social science knowledge about human motivation and organized effort.
If such methods were to be adopted, they would initiate the need for new managerial policies and practices. The author describes and analyzes several of the most important of these, and the possibilities of further improvements are suggested.
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