Human Side Of Enterprise Research Articles

In Search of Zorba: Are You Fit to Lead an Online Distance Education Organisation?

Are you fit to lead an online distance learning organisation? Within the context of the Zorba factor, this is the focus of this paper. Ten key questions are presented for you to self-assess your leadership capacity in online learning. The questions address your capacity to build trust, create a vision, accept the leadership deal, lead effective change, create the right team, delegate with autonomy, deploy technology as tools, step aside and allow others to assume leadership roles, make planning continuous rather than optional and build and nurture all of these under the core foundation of the search for Zorba – the human side of enterprise. The search for Zorba is about putting humanity back in leadership and refocusing and reframing leadership with humanistic values that empower and sustain organisation and its members. The Zorba Factor is the glue that binds the organisation, its members, partners and stakeholders and society together. It gives the organisation and its members meaning and purpose. In the final analysis, the search for Zorba is about finding the passion and humanity in each of us.

DOUGLAS MCGREGOR THEORY X AND Y

Theory X and Theory Y was an idea devised by Douglas McGregor in his 1960 book “The Human Side of Enterprise”. Theory X is management style where the emphasis is on “productivity”,on the concept of a fair day's work, on the evils of feather-bedding and targeted output.Theory Y is almost in complete contrast to that of Theory X. Theory Y make assumptions that people in the work force are internally motivated, self-direction and self-controlled.

The Scholar-Practitioner Mindset: How Texts and Experience Influence Organizational Change Practice

Academy of Management ReviewVol. 42, No. 3 What Inspires the Academy: Book Reviews and BeyondThe Scholar-Practitioner Mindset: How Texts and Experience Influence Organizational Change PracticeRichard H. Axelrod and Emily M. AxelrodRichard H. AxelrodThe Axelrod Group and Emily M. AxelrodThe Axelrod GroupPublished Online:28 Jul 2016https://doi.org/10.5465/amr.2016.0224AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESAsghar R. 2014. What millennials want in the workplace (and why you should start giving it to them). Forbes, January 13: http://www.forbes.com/sites/robasghar/2014/01/13/what-millennials-want-in-the-workplace-and-why-you-should-start-giving-it-to-them/. Google ScholarAxelrod D., Axelrod E. 2014a. Let’s stop meeting like this: Tools to save time and get more done. San Francisco: Berrett-Koehler. Google ScholarAxelrod D., Axelrod E. 2014b. On fairness: One of the “unofficial” OD values. OD Practitioner, 46: 50–51. Google ScholarAxelrod E. M., Axelrod R. H. 1999. Collaborating for change: The Conference Model. San Francisco: Berrett-Koehler. Google ScholarAxelrod R. H. 2001. Why change management needs changing. Reflections, 2: 46–57. Google ScholarAxelrod R. H. 2010. Terms of engagement: New ways of leading and changing organizations (2nd ed.). San Francisco: Berrett-Koehler. Google ScholarAxelrod R. H., Axelrod E. M., Beedon J., Jacobs R. W. 2004. You don’t have to do it alone: How to involve others to get things done. San Francisco: Berrett-Koehler. Google ScholarBeckhard R. 1969. Organization development. Reading, MA: Addison-Wesley. Google ScholarBeckhard R., Harris R. T. 1987. Organizational transitions: Managing complex change (2nd ed.). Boston: Addison-Wesley. Google ScholarBichel A., Erfle S., Wiebe V., Axelrod R. H., Conly J. 2009. Improving patient access to medical services: Preventing the patient from being lost in translation. HealthCare Quarterly, 13(Special Issue): 57–64. Google ScholarBrown T. 2009. Change by design: How design thinking transforms organizations and inspires innovation. New York: HarperCollins. Google ScholarBunker B. B., Alban B. T. 1997. Large group interventions: Engaging the whole system for rapid change. San Francisco: Jossey-Bass. Google ScholarBunker B. B., Alban B. T. 2006. The handbook of large group methods: Creating systemic change in organizations and communities. San Francisco: Jossey-Bass. Google ScholarCogburn D. L. 2003. HCI in the so-called developing world: What’s in it for everyone. Interactions, 10(2): 80–87. Google ScholarCsikszentmihalyi M. 1997. Finding flow: The psychology of engagement with everyday life. New York: HarperCollins. Google ScholarEmery F. E., Trist E. L. 1960. Socio-technical systems. In C. W. Churchman & M. Verhurst (Eds.), Management sciences, models and techniques, vol. 2: 83–97. Oxford: Pergamon Press. Google ScholarGalbraith J. 2014. Designing organizations: Strategy, structure, and process at the business unit and enterprise levels. San Francisco: Jossey-Bass. Google ScholarHackman J. R., Oldham G. R. 1976. Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16: 250–279. Google ScholarHackman J. R., Oldham G. R. 1980. Work redesign. Reading, MA: Addison-Wesley. Google ScholarHolman P., Devane T., Cady S. 1999. The change handbook: Group methods for shaping the future. San Francisco: Berrett-Koehler. Google ScholarJohnson B. 2014. Polarity management: Identifying and managing unsolvable problems. Amherst, MA: HRD Press. Google ScholarMcCormick M. T. 1999. The impact of large-scale participative interventions on participants. Unpublished Ph.D. dissertation, Temple University, Philadelphia. Google ScholarMcGregor D. 1960. The human side of enterprise. New York: McGraw-Hill. Google ScholarMiller S. 2006. Collaborative team skills workbook. Evergreen, CO: Interpersonal Communication Programs, Inc. Google ScholarMiller S., Wackman D., Nunnally E., Saline C. 1984. Straight talk: A new way to get closer to others by saying what you really mean. New York: Rawson Associates. Google ScholarMohrman S., Cummings T. 1995. Designing team-based organizations. San Francisco: Jossey-Bass. Google ScholarRock D. 2009. Your brain at work: Strategies for overcoming distraction, regaining focus, and working smarter all day long. New York: HarperCollins. Google ScholarStrozzi-Heckler R. 1984. Anatomy of change: East/West approaches to body/mind therapy. Boulder, CO: Shambala Publications. Google ScholarTerkel S. 1974. Working: People talk about what they do all day and how they feel about what they do. New York: New Press. Google ScholarWeisbord M. R. 1987. Productive workplaces: Organizing and managing for dignity, meaning, and community. San Francisco: Jossey-Bass. Google ScholarWeisbord M. R. 2004. Productive workplaces revisited: Dignity, meaning, and community in the 21st century (updated edition of author’s Productive Workplaces). San Francisco: Jossey-Bass. Google ScholarWeisbord M. R. 2012. Productive workplaces: Dignity, meaning, and community in the 21st century (25th anniversary ed.). San Francisco: Jossey-Bass. Google ScholarZand D. E. 1981. Information, organization, and power: Effective management in the knowledge society. New York: McGraw-Hill. Google ScholarFiguresReferencesRelatedDetails Vol. 42, No. 3 Permissions Metrics in the past 12 months History Published online 28 July 2016 Published in print 1 July 2017 Information© Academy of Management ReviewWe are very grateful to Jean Bartunek, Nancy Breuer, Barbara Bunker, Steven Cady, and Rachel Singer for their assistance in the preparation of this essay.Download PDF

DOUGLAS MCGREGOR’S THEORY X AND THEORY Y

Abstract It was in 1957 that Douglas McGregor first proposed the concept of Theory X and Theory Y in ‘The Human Side of Enterprise’, yet still today his ideas continue to be misunderstood and misused in the field of management. The purpose of this paper is therefore to offer to business and management readers a clear overview of McGregor’s ideas, their use, critique, and contribution to the field of management.

McGregor's legacy: the evolution and current application of Theory Y management

PurposeThis paper is dedicated to the 50th anniversary of Douglas McGregor's The Human Side of Enterprise. The paper identifies major management approaches cited by McGregor as being examples of his Theory Y management principles. The paper traces the historical development of each of these approaches and their application today. The paper also addresses two major contemporary issues, namely, the relation of Theory Y management to today's positive change theories based on social construction, and the question of the universal/global applicability of Theory Y.Design/methodology/approachThis paper reviews McGregor's original article, then traces the historical development and application of McGregor's major concepts through the identification and review of relevant historical and contemporary literature.FindingsMajor findings provide strong evidence that McGregor's Theory Y concepts and related management approaches have grown in application, are closely related to appreciative inquiry and social construction. There is also evidence that McGregor's concept of management may be universal and has application across national cultural boundaries.Practical implicationsThe findings indicate that McGregor's concepts have widespread acceptance and application today, and have been systematically and empirically related to organizational success and effectiveness. More important, however, are the enormous implications related to the growing body of empirical evidence that these concepts have universal application considering the continued movement toward globalization.Originality/valueAlthough well known, McGregor's Theory Y management has received little systematic efforts at identifying its historical growth and contemporary applications, particularly in terms of contemporary issues relating it to appreciative inquiry, social construction and universal applicability.

Honoring Douglas McGregor and the 50th anniversary of The Human Side of Enterprise

Honoring Douglas McGregor and the 50th anniversary of The Human Side of Enterprise

McGregor's legacy: thoughts on what he left, what transpired, and what remains to pursue

PurposeThe purpose of this paper is to advance that a significant part of McGregor's legacy was from considering human behavior as important to organizational life and management, and to step outside thinking of the time to incorporate social science research and thinking. While others have followed his lead, the idea of looking beyond those fields for useful frameworks for additional insights – as he did by incorporating psychology – has been largely overlooked. This paper seeks to propose such an approach as adding to the breadth and depth of organizational/managerial understanding.Design/methodology/approachThere is no methodology, per se, other than reading. The approach is to trace highlights of McGregor's thinking, influences on him and by him, and to introduce fields of thought that can further those aims of better informing the “human” side.FindingsSpiral dynamics (SDi) and finite and infinite games provide well developed frameworks for better understanding “human” aspects of organized behavior both socially, and in the management and research of organizational behavior. Considering them is also in line with McGregor's legacy of stepping outside traditional management theory to inform his thinking and arguments.Research limitations/implicationsThere has not been research on Finite dynamics, but there is documentation of work done with SDi. The implications of each include better understanding of culture components of organized behavior, especially in a global environment, comparing results of already occurring phenomena (e.g. mergers) in light of the ideas proposed. A key limitation is creating and using further operational measures for some studies.Practical implicationsThe practical implications are significant in terms of offering new ways to better analyze, understand, and act on socially (“human“) based factors that address issues within and across cultures. These include guidelines for balancing interests of corporations with national/global economies, post merger behavior, identifying other factors that affect issues of loyalty, commitment, motivation, alignment, etc. as issues of cultural diversity in organizations (especially global ones).Social implicationsThe first implication is that it takes recognition of dynamics advanced by both approaches for them to have conscious impact. They already conform to events known to have happened. SDi was used repeatedly to improve societal harmony by Mandela in post‐Aparheidt South Africa. Finite and […] poses hyotheses and distinctions about factors that help explain recent global economic meltdown, and ways to prevent future occurrence. While “business” in nature, the social implications are vast.Originality/valueThe originality here lies primarily in thinking outside the boxes that have emulated, evaluated, or expanded on the central thrust of McGregor's thinking. Other than placing finite and infinite games in a management/organizational context, and suggesting some questions for research and practice, the only other original thought was to consider the “meta” legacy of McGregor's example of going outside management thinking to inform what he believed to be valid, rather than stay strictly within the domains of social science and traditional management thinking. All this, of course, in the pursuit of advancing his concern for the human side of enterprise.

Douglas McGregor's legacy: lessons learned, lessons lost

Purpose – 2010 marked the 50th anniversary of Douglas McGregor's publication of The Human Side of Enterprise. The purpose of this paper is to revisit McGregor's classic book to establish some of his principles that are still being utilized today, as well as some that have been forgotten or discarded.Design/methodology/approach – This paper utilizes specific quotes to establish McGregor's “lessons”. They are placed in historical context, and evaluated, through a selected literature review.Findings – Among the lessons learned is the fact that management can be systematically studied, successful management involves creating a particular type of environment, and employee diversity is a major asset for organizations. Included among the lessons lost are: management requires us to develop cause and effect models, management should focus upon the employees reaching self‐actualization, authority is a weak management tool, and management is the source of employee problems.Practical implications – It behooves any sc...

Book & Resource ReviewResearchers Hooked on Teaching: Noted Scholars Discuss the Synergies of Teaching and Research, edited by AndreRae and FrostPeter J. Thousand Oaks, CA: Sage Publications, 1996. 332 pages, hard cover, paperback (1997).

Academy of Management Learning & EducationVol. 4, No. 1 Books & Resource ReviewsBook & Resource ReviewHerbert ShermanHerbert Sherman Southampton College—Long Island University.Published Online:30 Nov 2017https://doi.org/10.5465/amle.2005.16132603AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractReviews the book “Researchers Hooked on Teaching: Noted Scholars Discuss the Synergies of Teaching and Research,” edited by Rae Andre and Peter J. Frost.REFERENCES Camus A. 1942. L'Etranger (The stranger). France: Librairie Gallimard. Google Scholar Kerr S. 1975. On the folly of rewarding A, while hoping for B. Academy of Management Journal, 18(4): 769–783.Link , Google Scholar McGregor D. 1960. The human side of enterprise. New York: McGraw-Hill Book Company. Google Scholar Naumes N. , Naumes M. J. 1999. The art & craft of case writing. Thousand Oaks, CA: Sage. Google Scholar Rowley D. J. , Lujan H. D. , Dolence M. G. 1998. Strategic choices for the Academy: How demand for lifelong learning will re-create higher education. San Francisco, CA: Jossey-Bass Google Scholar Rowley D. J. , Sherman H. 2001. From strategy to change: Implementing the plan in higher education. San Francisco, CA: Jossey-Bass Google Scholar Sherman H. , Rowley D. J. 2004. Strategic planning and academic programming: Implementing the strategic plan in post-secondary institutions. Lanham, MD: The University Press of America. Google Scholar Sykes C. J. 1988. Profscam: Professors and the demise of higher education. Washington, DC: Regenry Gateway. Google ScholarFiguresReferencesRelatedDetailsCited byAMLE Book & Resource Reviews from 2002 to 2017 on the Phases of Academic CareersJames C. Spee16 October 2019 | Academy of Management Learning & Education, Vol. 18, No. 3 Vol. 4, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 March 2005 Information© Academy of Management Learning & EducationKeywordsBOOKS -- ReviewsTEACHINGNONFICTIONDownload PDF

The Human Side of Enterprise in Peril.The Human Side of Enterprise, by McGregorDouglas. New York: McGraw-Hill, 1960.Douglas McGregor, Revisited: Managing the Human Side of the Enterprise, by HeilGary, BennisWarren, and StephensDeborah C.. New York: Wiley, 2000.

The article reviews the books “The Human Side of Enterprise,” by Douglas McGregor, and “Douglas McGregor, Revisited: Managing the Human Side of the Enterprise,” by Gary Heil, Warren Bennis, and Deborah C. Stephens.

From Experience: Securing Sponsors and Funding for New Product Development Projects—The Human Side of Enterprise

Gaining approval for a project requires playing a role that may be unfamiliar for many new‐product development (NPD) professionals—that of salesperson. The NPD professional must sell management on the market potential of the product concept, and persuade management to commit the resources needed for transforming the concept into a marketable product. Finding a well‐placed sponsor within the company's management ranks can improve the chances of obtaining approval for a project, but securing sponsorship is, in many respects, yet another sales job.Gary Tighe offers guidance for NPD professionals who must sell their projects to potential sponsors. He describes the key steps in the process of securing a sponsor, he gives guidelines for choosing the right sponsor based on the nature of the project, and he provides practical advice for developing a presentation that will gain the support of a prospective sponsor and company management. He then presents a vignette that illustrates the principles he discusses.He identifies three elements that are necessary for securing a sponsor and obtaining funding for a proposed project: clearly defining the project, its scope, and its objective; specifying how the proposed project affects the prospective sponsor and that person's organization; and detailing the project's effects on revenue, profits, cost, or output. These elements forge a strong link between project outcomes and the interests of the sponsor, the sponsor's organization, and the company as a whole.Choosing the right sponsor requires careful consideration of the project's expected effects on specific functional areas and the entire organization, the resources required, the project objectives, and time constraints. For example, senior management sponsorship is essential for projects that cut across existing organizational boundaries. After helping to ensure that projects receive adequate funding, sponsors may serve as advisers to project teams, and they may provide additional resources if a team encounters unexpected problems. Through regular progress reports and sponsor participation in team meetings, the project team can ensure the active, ongoing support of the sponsor.

From experience: Securing sponsors and funding for new product development projects—The human side of enterprise

Gaining approval for a project requires playing a role that may be unfamiliar for many new-product development (NPD) professionals—that of salesperson. The NPD professional must sell management on the market potential of the product concept, and persuade management to commit the resources needed for transforming the concept into a marketable product. Finding a well-placed sponsor within the company's management ranks can improve the chances of obtaining approval for a project, but securing sponsorship is, in many respects, yet another sales job. Gary Tighe offers guidance for NPD professionals who must sell their projects to potential sponsors. He describes the key steps in the process of securing a sponsor, he gives guidelines for choosing the right sponsor based on the nature of the project, and he provides practical advice for developing a presentation that will gain the support of a prospective sponsor and company management. He then presents a vignette that illustrates the principles he discusses. He identifies three elements that are necessary for securing a sponsor and obtaining funding for a proposed project: clearly defining the project, its scope, and its objective; specifying how the proposed project affects the prospective sponsor and that person's organization; and detailing the project's effects on revenue, profits, cost, or output. These elements forge a strong link between project outcomes and the interests of the sponsor, the sponsor's organization, and the company as a whole. Choosing the right sponsor requires careful consideration of the project's expected effects on specific functional areas and the entire organization, the resources required, the project objectives, and time constraints. For example, senior management sponsorship is essential for projects that cut across existing organizational boundaries. After helping to ensure that projects receive adequate funding, sponsors may serve as advisers to project teams, and they may provide additional resources if a team encounters unexpected problems. Through regular progress reports and sponsor participation in team meetings, the project team can ensure the active, ongoing support of the sponsor.

Henry Gantt and The New Machine (1916-1919).

Newly found papers clarify Henry Gantt's role during the last three years of his life in a group titled The New Machine. Contrary to an earlier view that his ideas in his later years were vague and contradictory, an examination of this new information indicates that his ideas on the implementation of the philosophy of The New Machine were a clear continuation of his earlier thoughts but unfinished in their development. This new material reveals that Gantt saw the discrepancy between business and public interests as a problem in efficiency, justice and honesty. Gantt's ideas about resolving this conflict reemphasize his earlier interest in the human side of enterprise.

HOW TO HUMANIZE OFFICE AUTOMATION

To overcome the social and economic costs of the current “systems analytic” path of office technology requires only modest attention to the “human side of enterprise”. Well accepted behavioral science guidelines are set forth here for planning, designing, and implementing technological change among office workers.

"The Human Side of Enterprise" --Forty-Five Years Before McGregor, the Work of Richard A. Feiss, Early Explorer in Human Relations.

Forty-five years before McGregor, Richard A. Feiss and Mary Gilson practiced Theory Y, Twelve years before Mayo's work at Hawthorne, they practiced employee counseling and studied the relationship between home conditions and efficiency. This paper discusses the details of this pioneer work of Feiss and Gilson.

Self-Actualization: Resolving the Individual-Organization Conflict

Click to increase image sizeClick to decrease image size NotesSalvatore R. Maddi, Personality Theories: A Comparative Analysis (Illinois, The Dorsey Press, 1968), p. 86.Thomas J. Sergiovanni, “Factors Which Affect Satisfaction and Dissatisfaction of Teachers,” Organizations and Human Behavior: Focus on Schools, ed. by Fred D. Carver and Thomas J. Sergiovanni (New York, McGraw Hill Book Company, 1969), p. 258.Ibid., p. 257.Ibid., p. 258.Chris Argyris, “Individual Actualization in Complex Organizations,” Organizations and Human Behavior: Focus on Schools, ed. by Fred D. Carver and Thomas J. Sergiovanni (New York,. McGraw Hill Book Company, 1969), p. 196.Douglas McGregor, “The Human Side of Enterprise,” Organizations and Human Behavior: Focus on Schools, ed. by Fred D. Carver and Thomas J. Sergiovanni (New York, McGraw Hill Book Company, 1969), p. 154.Daniel Katz and Robert L. Kahn, The Social Psychology of Organizations (New York, John Wiley and Sons, 1966), pp. 76–77.

Theory T — theory L

managing the human resource To the probably chagrin of many Scots the name McGregor will, for lots of us, be associated, not with a Scottish clan, but with a professor at the Massachusetts Institute of Technology who, in 1960, published a book entitled THE HUMAN SIDE OF ENTERPRISE. In it he set out to substantiate a thesis he had put forward three years earlier in an article carrying the same title. His thesis was that the theoretical assumptions management holds about controlling its human resources determine the whole character of the enterprise.

CO‐OPERATIVE SCHEMES FOR IN‐SERVICE TRAINING

Ten years ago, Professor McGregor of the Massachusetts Institute of Technology published a book called The human side of enterprise. In it he described two theoretical assumptions of management, the old and the new. The old, he called theory X. In brief, theory X states that man is essentially lazy; carrots and sticks are required to get him to work at all; man lacks initiative and will do everything possible to avoid responsibility. The new, McGregor called theory Y. Theory Y states that work is natural to man; man will work hard; and will seek responsibility and show considerable initiative in the service of objectives to which he is committed.

The Human Side of Enterprise

The Human Side of Enterprise

Book Review: Human Relations: The Human Side of Enterprise

Book Review: Human Relations: The Human Side of Enterprise