The Human Side of Enterprise, Annotated Edition (Business Books) Hardcover – 16 Feb 2006
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From the Back Cover
McGregor’s enduring principles―Brought to life for the next generation of managers.
“Today, there is indeed growing evidence to suggest that we are in the early or middle stages of a second industrial divide, which has been variously characterized as involving an information revolution, increased interconnection across global markets, the rise of flexible specialization in production and service operations, and a transformation toward knowledge-driven work in all sectors of the economy.
McGregor understood, anticipated, and helped point the way toward what may well emerge as a future model of work, organizations and society that is rooted in core assumptions driving participative, interdependent, authentic, inventive and productive relationships. However, the alternative, an economic “race to the bottom” based on increasingly individualistic, control-oriented and competitive assumptions, is also a very real possibility. As we venture forth, McGregor's insights about the 'human side of enterprise' continue to be a beacon. We must continue to ask, as he did: 'What are your assumptions (implicit as well as explicit) about the most effective way to manage people?'”--From the Introduction by Joel Cutcher-Gershenfeld
About the Author
Douglas McGregor is one of the most influential management thinkers of all time. His Theory Y approach is at the core of virtually all of today's leading management and workplace models. He was a founding faculty member of MIT's Sloan School of Management and served as president of Antioch College.
Joel Cutcher-Gershenfeld is a Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, where his scholarship centers on underlying values and assumptions about people at work, in organizations, in complex systems, and across societies-building on and extending the core of McGregor's contribution.
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Top customer reviews
This version of the book has been annotated with commentary by Joel Cutcher-Gershenfeld. The introduction talks not only of the value of the original book, but how is applies to current and future challenges. Throughout the book there are useful annotations, indicating where research or literature written since the book has picked up on a particular point.
This is one of those books which I would recommend to anyone looking to study leadership or management, as a good, and very readable, grounding in the thinking about how to treat the human resource in the organisation.
McGregor simply writes common sense in a very easy writing style yet I suspect most managers who will have seen his work quoted many times will have avoided because it is not a popular HBR CEO flick read. However as my title reads every manager has to read this book at some point in their career.
If you manage people; buy it, read it, apply it, enjoy the results!
Whatever the reason we are left feeling that the greatest waste in organisations today is the waste in human potential, and this, McGregor points out, is a result of the wrong-headed and unscientific assumptions management have about encouraging the best from people.
McGregor's system and research demonstrates clearly that systems designed to control people certainly provide control but we must ask, what type of control and at what cost? - the cost to productivity, innovation, enterprise, society and human fulfilment?
It is no mistake the book is called `The Human side of enterprise' and not - The Human side of THE enterprise. We are talking here about the enterprise of humans as a natural instinct, not the organisational enterprise which is an unnatural construct.
Traditional management systems are an invention to maintain control over power and resources in an effort to maintain compliance. This creates organisations where everything is forbidden unless permitted and limits the enterprise and potential of human beings.
Traditional organisations trying maintain control narrows focus and closes down possibilities hence the need for extrinsic rewards and punishments to make people do what they would not otherwise do. However, enabling the human side of enterprise opens possibilities by designing organisations around assumptions that people will respond to purpose, autonomy and intrinsic rewards because the ends and means are rewards in themselves.
This book has been wonderfully brought back into the sunshine and placed in the modern setting by Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management.
Creating an enterprise where everything is permitted unless forbidden encourages human enterprise and creates healthier societies.
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