\"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

/pdf/global-perspectives-on-good-governance-policies-and-research-n2x2clw5ol.pdf

Global perspectives on good governance policies and research

How might one conceptualize the ethical organization? The argument presented here is that the truly ethical organization accentuates three main components. First it must be law-abiding in its basic execution of its organizational ethical responsibility. Second, the organization must exercise strong ethical leadership in its day-to-day operations and policies. Finally, at the organizational level, there must be ongoing monitoring processes ensuring compliance of the organization. Specific techniques for consistent, ongoing monitoring and enforcement of ethical compliance by an objective party are described.

How Will We Know It When We See It? Conceptualizing the Ethical Organization

As an organizational diagnostic tool, exit interviews or surveys (EIS) are a primary means of determining how exiting employees perceive strengths and weaknesses within the organization. This human resource management device should be evaluated, as any other, to determine effectiveness. In this article, various issues in assessing satisfaction with EIS are examined. Suggestions are made for improving organizational satisfaction with the EIS in health-care settings.

Carole L. Jurkiewicz

Papers

Global perspectives on good governance policies and research

How Will We Know It When We See It? Conceptualizing the Ethical Organization

When an employee leaves: the effectiveness of clinician exit interviews and surveys.

What Municipal Employees Want from Their Jobs Versus What They Are Getting : A Longitudinal Comparison

From concept to science: Continuing steps in workplace spirituality research.