\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" 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.

The Human Side of Enterprise.

Dishonesty plays a large role in the economy. Causes for (dis)honest behavior seem to be based partially on external rewards, and partially on internal rewards. Here, we investigate how such external and internal rewards work in concert to produce (dis)honesty. We propose and test a theory of self-concept maintenance that allows people to engage to some level in dishonest behavior, thereby benefiting from external benefits of dishonesty, while maintaining their positive view about themselves in terms of being honest individuals. The results show that (1) given the opportunity to engage in beneficial dishonesty, people will engage in such behaviors; (2) the amount of dishonesty is largely insensitive to either the expected external benefits or the costs associated with the deceptive acts; (3) people know about their actions but do not update their self-concepts; (4) causing people to become more aware of their internal standards for honesty decreases their tendency for deception; and (5) increasing the "degrees of freedom" that people have to interpret their actions increases their tendency for deception. We suggest that dishonesty governed by self-concept maintenance is likely to be prevalent in the economy, and understanding it has important implications for designing effective methods to curb dishonesty.Former working paper titles:“(Dis)Honesty: A Combination of Internal and External Rewards” and "Almost Honest: Internal and External Motives for Honesty")

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1442827_code504062.pdf?abstractid=979648&mirid=1

The Dishonesty of Honest People: A Theory of Self-Concept Maintenance

People like to think of themselves as honest. However, dishonesty pays—and it often pays well. How do people resolve this tension? This research shows that people behave dishonestly enough to profit but honestly enough to delude themselves of their own integrity. A little bit of dishonesty gives a taste of profit without spoiling a positive self-view. Two mechanisms allow for such self-concept maintenance: inattention to moral standards and categorization malleability. Six experiments support the authors' theory of self-concept maintenance and offer practical applications for curbing dishonesty in everyday life.

/pdf/the-dishonesty-of-honest-people-a-theory-of-self-concept-18mg31d5w3.pdf

This meta-analysis examined the extent to which stereotypes of leaders are culturally masculine. The primary studies fit into 1 of 3 paradigms: (a) In Schein's (1973) think manager-think male paradigm, 40 studies with 51 effect sizes compared the similarity of male and leader stereotypes and the similarity of female and leader stereotypes; (b) in Powell and Butterfield's (1979) agency-communion paradigm, 22 studies with 47 effect sizes compared stereotypes of leaders' agency and communion; and (c) in Shinar's (1975) masculinity-femininity paradigm, 7 studies with 101 effect sizes represented stereotypes of leadership-related occupations on a single masculinity-femininity dimension. Analyses implemented appropriate random and mixed effects models. All 3 paradigms demonstrated overall masculinity of leader stereotypes: (a) In the think manager-think male paradigm, intraclass correlation = .25 for the women-leaders similarity and intraclass correlation = .62 for the men-leaders similarity; (b) in the agency-communion paradigm, g = 1.55, indicating greater agency than communion; and (c) in the masculinity-femininity paradigm, g = 0.92, indicating greater masculinity than the androgynous scale midpoint. Subgroup and meta-regression analyses indicated that this masculine construal of leadership has decreased over time and was greater for male than female research participants. In addition, stereotypes portrayed leaders as less masculine in educational organizations than in other domains and in moderate- than in high-status leader roles. This article considers the relation of these findings to Eagly and Karau's (2002) role congruity theory, which proposed contextual influences on the incongruity between stereotypes of women and leaders. The implications for prejudice against women leaders are also considered.

Are leader stereotypes masculine? A meta-analysis of three research paradigms.

This article presents a review of the book “Organizations: Rational, Natural and Open Systems,” by W.R. Scott.

Organizations: Rational, Natural and Open Systems

Manual de comportamento organizacional e gestão

Purpose – The paper looks at the tensions and conflict between work and family life that arise from work intensification in higher education, in the particular context of Portuguese academe. Drawing on the concept of work‐family culture, the paper aims to discuss its influence on the level of work‐family conflict and the effectiveness of work‐family policies.Design/methodology/approach – The study was conducted in a Portuguese university. Data were collected from 32 in‐depth interviews with faculty members from different backgrounds and affiliations.Findings – The preservation of traditional gender roles in the family as well as a work‐family culture that is largely family‐unfriendly helps to understand the tensions and conflict between academic work and family life. These tensions are mainly felt by women particularly mothers of dependent children. The data also suggest that work‐family policies are fruitless unless they are supported by a positive work‐family culture.Research limitations/implications – ...

Work‐family culture in academia: a gendered view of work‐family conflict and coping strategies

As a result of the public demand for higher ethical standards, business schools are increasingly taking ethical matters seriously. But their effort has concentrated on teaching business ethics and on students' ethical behavior. Business faculty, in contrast, has attracted much less attention. This paper explores the context and the implications of an alleged case of plagiarism in a master's dissertation submitted to a university lacking both an ethical code of conduct and a formalized procedure to deal with academic misconduct. The events evolved into a bitter political process in which the more ethically aware members of faculty challenged efforts to cover-up. Here the focus is on the motives and behavior of faculty members involved in this case rather than the alleged plagiarist's. The role played by the main actors involved in the process in examined using the theory of moral development and the organizational politic perspective. The paper discusses the mechanisms available to raise ethical awareness and prevent academic misconduct, and the limitations of self-regulation and self-monitoring that prevails in the university system. It also examines the impact of ethics instruction and faculty ethical standards on students' behavior and concludes that ethics instruction can only be effective when the principles taught are in line with daily actions of their instructors.

Ethical Misconduct In The Business School: A Case Of Plagiarism That Turned Bitter

This article examines the motives of expatriates and repatriates to accept international assignments and how these motives relate to individuals' perceptions of expatriation outcomes. Issues of adjustment, satisfaction, withdrawal intentions, willingness to relocate again in the future, and recommendation of an assignment to others were considered as outcomes. The data were collected through semi-structured interviews of 30 Portuguese expatriates and repatriates. The results indicate that a considerable number of participants relocated because they felt compelled to do so by their employing companies. Moreover, the extent to which organizations persuade these originally unwilling expatriates seems to have negative implications in terms of their perceptions of the adjustment process, general satisfaction with the assignment, and withdrawal intentions. Compelling behaviour also has career implications and impacts individual receptiveness to relocate in the future. Suggestions for further research and implic...

Compelled to go abroad? Motives and outcomes of international assignments

Purpose – The purpose of this paper is to look at the way higher‐education institutions are responding to the challenges of an increasingly diverse academic force and the extent to which organizational culture welcomes and values diversity, thus allowing the university to benefit from talented people with diverse backgrounds.Design/methodology/approach – The study was conducted in a Portuguese university. Data were collected from 45 interviews with faculty members from different backgrounds and affiliations.Findings – The organization studied is failing to promote equal opportunities policies and to manage the increasingly diverse academic workforce. Behavioural pressures to conform and parochial and inward looking attitudes appear to prevail. Values‐in‐use and artefacts seem to reflect the assimilation ideals. National origin came out as the key diversity issue. The integration of foreign academics is left to the individuals concerned and little effort is made to accommodate and to take advantage of thei...

Carlos Cabral-Cardoso

Papers

Manual de comportamento organizacional e gestão

Work‐family culture in academia: a gendered view of work‐family conflict and coping strategies

Ethical Misconduct In The Business School: A Case Of Plagiarism That Turned Bitter

Compelled to go abroad? Motives and outcomes of international assignments

Managing diversity in academic organizations: a challenge to organizational culture