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Type of bind: Hardcover
Dewey Decimal Number: 658.3
EAN num: 9780071462228
ISBN number: 0071462228
Label: McGraw-Hill
Manufacturer: McGraw-Hill
Quantity: 1
Page Count: 256
Printing Date: December 21, 2005
Publishing house: McGraw-Hill
Sale Popularity Level: 36696
Studio: McGraw-Hill
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“What are your assumptions (implicit as well as explicit) about the most effective way to manage people?”
So began Douglas McGregour 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 McGregour 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.
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Rated by buyers 
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Douglas McGregour was a great boss. Wise, witty and insightful, he had extraordinary respect for his employees and believed that if they had the opportunity, they would be enthusiastic, responsible and ethical in the workplace. He believed this so strongly that he wrote this book in 1960 and forever changed management, whose predominant philosophy at that time was that people were inherently lazy, and would work only if you forced and punished them. McGregour was only 58 when he died in 1964, but his contributions to management theory and practice ensure his enduring legacy. In his introduction to this edition of McGregor's classic, commentator Joel Cutcher-Gershenfeld points out that in 2004 and 2005 - nearly 50 years after it was published - business journalists and theorists still referred to McGregor's work repeatedly in print. Furthermore, you can apply his philosophy and principles to your everyday life and relationships. McGregour has a tendency to overwrite and, at times, he doubles back over territory that he's already covered. But these are quibbles. getAbstract believes this persuasive book will alter your views about management and your fellow workers. If you supervise others and you haven't yet read it - what are you waiting for?
Rated by buyers -
I recently discovered the posting about this book under the name of "a reader," which I find troubling.
On the one hand, I join in the view that the beginning of the book has too much material. This was discussed with the publisher; we erred on the side of being inclusive and, in retrospect, we should have kept things simpler as an entry into the text.
On the other hand, it is offensive in many ways when this person (using a pseudonym) implies that inserting additional comments throughout the text is equivalent to Downs Syndrome.
Behind these comments is both a reification (rather than an appreciation) of the original text and an over simplification of what I believe Douglas McGregour meant by "Theory Y."
The original text is brilliant and visionary. It was not designed, however, to be put on a pedestal. A journey into deep underlying assumptions is complicated, challenging, engaging, and interactive. By inserting my own editor's comments and entries submitted by many others, we have attempted to create a dialogue with the text. Could this be further improved? Absolutely. Is it appropriate to take a management classic and integrate dialogue and commentary? I say, "yes" -- it is a way of showing appreciation for the relevancy of the original text.
Although it is not stated, I suspect what is really going on with the posted comment is a fundamental difference of opinion on what is meant by "Theory Y." There is a school of thought (perhaps including this reader) that interprets McGregor's "Theory Y" as only valuing teamwork, consensus, and a unitary approach to management. The risk here is that the teamwork and consensus are superficial -- just serving to maintain a unitary approach centered on management authority and shareholder priorities.
My reading of the original text (and that of many who contributed comments) is that the underlying "Theory Y" assumptions should be anchored in robust (sometimes complicated and adversarial) engagement between labor and management, line and staff functions, business and society. This new edition of the book brings these themes out and some may be uncomfortable with that.
I am reminded of a comment made by Mary Parker Follett in 1933 in her lectures inaugurating the London School of Economics. At the time, she stated:
"There are three ways of settling differences: by domination, by compromise and by integration. Domination, obviously, is a victory of one side over the other. This is not usually successful in the long run for the side that is defeated will simply wait for its chance to dominate. The second way, that of compromise, we understand well, for that is the way we settle most of our controversies - each side gives up a little to have peace. Both of these ways are unsatisfactory. In dominating, only one [side] gets what it wants; in compromise neither side gets what it wants. . . . Is there any other way of dealing with difference? There is a way beginning now to be recognized at least and sometimes followed, the way of integration. . . . the extraordinarily interesting thing about this is that the third way means progress. In domination, you stay where you are. In compromise likewise you deal with no new values. By integration something new has emerged, the third way, something beyond the either-or."
Douglas McGregour focused our attention on key underlying assumptions that make integration possible. He was also well aware that a superficial approach presented as "Theory Y" assumptions was, in fact, just a mask for domination or compromise. This is an important debate and I hope that the new edition of the book helps to facilitate such dialogue.
-- Joel Cutcher-Gershenfeld, editor, Annotated Edition of "The Human Side of Enterprise"
Rated by buyers -
As is indicated in the editor's introduction, this continues to be one of the most widely cited management books. Its lessons are timeless.
Rated by buyers 
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The Human side of Enterprise is like a perfect baby with 10 fingers and 10 toes. The Annotations of Joel Cutcher-Gershenfeld are like adding an extra-chromosome to perfection. It's not absolute disaster, but there's really no reason to transform Douglas McGregor's master piece into an episode of Life Goes On. Just stick to the original.
Answer this Multiple Choice as to how Joel Cuthcher experiences Eros:
A) Eros as God.
B) Eros as Prophet or Priest.
C) Eros as Child.
D) Eros as Child with Trisomy 21.
If you chose D, then there may be hope that you can make "Theory Y" inquiries into your own "super-ego" beliefs.
Rated by buyers -
This book is the defining moment for the correct utilization of human potential. It is a great resource for those really interested in the development of the people in their company.
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