So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before.
Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models.
Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.
Editor's Note and Acknowledgements
Foreword to the Annotated Edition
Foreword to the Twenty-Fifth Anniversary Printing
Preface
Introduction to the Annotated Edition
Part I : The Theoretical Assumptions of Management
Chapter 1 : Management and Scientific Knowledge
Chapter 2 : Methods of Influence and Control
Chapter 3 : Theory X : The Traditional View of Direction and Control
Chapter 4 : Theory Y : The Integration of Individual and Organizational Goals
Part II : Theory Y in Practice
Chapter 5 : Management by Integration and Self-Control
Chapter 6 : A Critique of Performance Appraisal
Chapter 7 : Administering Salaries and Promotions
Chapter 8 : The Scanlon Plan
Chapter 9 : Participation in Perspective
Chapter 10 : The Managerial Climate
Chapter 11 : Staff-Line Relationships
Chapter 12 : Improving Staff-Line Collaboration
Part III : The Development of Managerial Talent
Chapter 13 : An Analysis of Leadership
Chapter 14 : Management Development Programs
Chapter 15 : Acquiring Managerial Skills in the Classroom
Chapter 16 : The Managerial Team
Conclusion
Conclusion to the Annotated Edition
Appendix: Archived Material
Index
