\"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.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

The Political Consciousness of Post-Industrialism@@@The Silent Revolution: Changing Values and Political Styles among Western Publics.

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and valuesbased approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.

https://iispiritualleadership.com/wp-content/uploads/2012/10/SLTTheory.pdf

Toward a theory of spiritual leadership

Summary As we enter the new millennium and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. Data were obtained from more than 350 individuals across the country who responded to a request to complete a survey. Current generational differences in worker values are analysed and the results are compared to a similar study conducted in 1974. Results suggest that generational work values do differ. To a lesser degree, the results suggest that work values also change as workers grow older. Finally, the results indicate an increasing desire among American workers to balance work and personal goals. This change in attitude was reflected even within the same cohort group. Copyright # 2002 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/4093812.pdf

Generational differences: revisiting generational work values for the new millennium

Abstract Practical applications of ethics instruction are important in helping the student translate classroom learning into actionable knowledge, and they are useful in demonstrating the ethical challenges that public sector professionals face. One approach to developing an understanding of ethics applications is the training and manual exercise detailed here. Specifically, student groups are asked to develop an ethics training session and accompanying manual for a department of local, state, or federal government or a nonprofit organization. The exercise involves a comprehensive description of the ethical issues faced therein, potential catalysts for unethical behavior, sources for information on resolving ethical problems, and linkages to the ASPA Code of Ethics. An outline of the specific steps of the exercise is provided, along with a listing of representative ethical issues and their possible solutions.

Learning Through Teaching: Demonstrating Ethical Applications Through a Training Session and Manual Development Exercise

FISCAL STRAIN, demands for responsiveness, increased citizen and media oversight, managing diversity, and an emphasis on accountability are some of the many factors driving “America’s crisis of confidence in government” (Osborne and Gaebler 1992, xxi). These forces are felt most acutely at the level of local government (Jurkiewicz, Massey, and Brown 1998). The city of Charlotte, North Carolina, provides a model of how innovative leadership, targeted management policies, and a commitment to values can not only respond effectively to market-driven change but also effect change in the private sector. Charlotte has translated reform theory into practice by privatizing initiatives (as outlined by Savas 1994), thereby providing a useful framework for other municipalities (Hodge 2000). PRACTITIONER’S CORNER

Charlotte: A Model for Market-Driven Public-Sector Management

Increased focus on spirituality issues over the past few decades has extended into the area of organizational science, to the degree that it has been asserted as a distinct discipline by researchers and practitioners. The most commonly accepted reason for this is that as individuals experience social anomie as a function of our increasingly mobile society, they are looking to their work environments to fulfill needs for belonging, social interaction, and feelings of significance (Jurkiewicz and Grossman 2012). This, combined with a trend toward seeking spiritual solutions to balance rapid business and social changes (Cash et al. 2000), enhanced by an overall shift toward socially responsible values, has increased attention toward spiritual issues in the workplace. Although the growth of research in this area has been rapid, there is much yet to be learned about the variables that impact its integration into in the workplace and whether any benefits observed can be sustained over time. Further, the definition of workplace spirituality has taken a number of permutations over time (Dent et al. 2005), making it a challenge to measure the same things in the same way (Davis et al. 2015; Kim et al. 2016). The definition given the greatest credence and used in the majority of studies on the topic is the one adopted here: workplace spirituality refers to the “aspects of the workplace, either in the individual, the group, or the organization, that promote individual feelings of satisfaction through transcendence” (Giacalone and Jurkiewicz 2010).

Spirituality and the workplace

The increasing globalization of business and boundary-spanning government alliances has created a clash of values that can prevent effective working relationships. Given that each country wants to be considered an equal partner, this clash can strike at the core of effective communication. Various solutions posed to date have been unable to resolve this impediment. This treatise suggests a framework for establishing a shared set of values across cultures by focusing not on the ethics of business, but instead on the ethics of citizenship. A set of socio-ethical tenets is proposed as the basis for developing organizational ethics across cultures.

Developing a Multicultural Organizational Code of Ethics Rooted in the Moral Obligations of Citizenry

This symposium is a confluence of three ongoing shifts in the organizational ethics paradigm. First is the recognition and acceptance that ethics and integrity in governance is an increasingly essential subject of discourse and research worldwide. Scholars throughout the world have begun applying the tools of social science to observe and explain why governance is more effective when those who govern commit themselves to the highest standards of integrity in carrying out the people’s business. Equally important, supranational organizations like the United Nations and the European Union (EU), and numerous international nonprofits like Transparency International have moved aggressively to cast the spotlight of public attention on corruption and unethical governance in developed as well as developing nations. Second is the new European reality of interconnectedness and interdependence resulting from the expansion of the EU and the emergence of new democracies from the breakup of the Soviet Union. These changes have catalyzed the study of ethical governance: definitions that work cross-culturally, how to establish universalized standards, and how to design enforcement mechanisms that supersede a constitutional cornucopia. Third is an expanding awareness by administrative ethics scholars in the United States that their research is inextricably entangled in and enriched by the ethics shifts occurring abroad. These developments, triggered by the innovative work of a study group led by Jeroen Maesschalck (Belgium) and Leo Huberts (Netherlands) at the annual conference of the European Group of Public Administration held in Oeiras, Portugal, in 2003, motivated the editors to bring together papers that could begin to map out European perspectives on ethics and integrity in governance. Toward this end, a call for papers was issued that attracted many excellent papers, of which regrettably only a handful could be included in this symposium issue. The European perspectives offered here are as diverse as the continent itself—there is no single perspective and

Carole L. Jurkiewicz

Papers

Learning Through Teaching: Demonstrating Ethical Applications Through a Training Session and Manual Development Exercise

Charlotte: A Model for Market-Driven Public-Sector Management

Spirituality and the workplace

Developing a Multicultural Organizational Code of Ethics Rooted in the Moral Obligations of Citizenry

Introduction to the Symposium on Ethics and Integrity in Governance: European Perspectives