The Human Side of Enterprise, Annotated Edition
Douglas McGregor





Format: Hardcover, 256pp.
ISBN: 9780071462228
Publisher: McGraw-Hill
Pub. Date: December 21, 2005

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Description and Reviews
From The Publisher:

McGregor's timeless principles and influential thinking--now updated for a new generation of managers

First published in 1960, The Human Side of Enterprise has become a worldwide management bible. Douglas McGregor's revolutionary Theory Y—which contends that individuals are self-motivated and self-directed—influenced major management gurus such as Peter Drucker and Warren Bennis. This annotated edition shows how today's leaders successfully incorporated McGregor's methods into modern management styles and practices to nurture leadership ability, create effective management teams, provide better feedback, achieve high performance, and cultivate a value-driven workplace.

"With every passing year, McGregor's message becomes ever more relevant, more timely, and more important."—Peter Drucker


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.


Table of Contents

	Foreword to the annotated edition
	Foreword to the twenty-fifth anniversary printing
	Preface
	Introduction to the annotated edition
1	Management and scientific knowledge	3
2	Methods of influence and control	19
3	Theory X : the traditional view of direction and control	43
4	Theory Y : the integration of individual and organizational goals	59
5	Management by integration and self control	83
6	A critique of performance appraisal	105
7	Administering salaries and promotions	121
8	The Scanlon plan	145
9	Participation in perspective	165
10	The managerial climate	179
11	Staff-line relationships	197
12	Improving staff-line collaboration	213
13	An anlysis of leadership	243
14	Management development programs	259
15	Acquiring managerial skills in the classroom	281
16	The managerial team	307
	Conclusion to the annotated edition	331

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