\"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.

We address the question of how and why corporate social responsibility (CSR) differs among countries and how and why it changes. Applying two schools of thought in institutional theory we conceptualize, first, the differences between CSR in the USA and Europe and, second, the recent rise of CSR in Europe. We also delineate the potential of our framework for application to other parts of the global economy.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID978942_code791757.pdf?abstractid=978942&rulid=5283126&mirid=5

'Implicit' and 'Explicit' CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility

We address the question of how and why corporate social responsibility (CSR) differs among countries and how and why it changes. Applying two schools of thought in institutional theory, we conceptualize, first, the differences between CSR in the United States and Europe and, second, the recent rise of CSR in Europe. We also delineate the potential of our framework for application to other parts of the global economy.

/pdf/implicit-and-explicit-csr-a-conceptual-framework-for-a-38w9ne367r.pdf

“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility

What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda

New Patterns of Management.

The human person is a relational being. One initial aspect of this is the human-to-nature relationship. Humans use nature, as other animals do, to obtain food, protect themselves and acquire a habitat, but through their work humans also transform nature for many different purposes. Some theories are anthropocentric, placing human beings above nature. Sometimes they are presented as tyrants, at others as stewards caring for the environment and seeking sustainability. Other approaches see the human person merely as one living species among others (biocentrism) or as a mere part of the ecosystem (ecocentrism).

Relational Dimensions of the Human Being

Re-Thinking Management: Insights from Western Classical Humanism

Grasping the human action is crucial for both making decisions and managing people within organizations. The human action entails many elements previously dealt with, such as rationality emotions and motivations, will, learning and habits, along with relations with others. It also involves moral discernment, which is a significant human trait. This is the ability to perceive and evaluate the quality of actions and behaviors from the perspective of good and evil.

Domènec Melé

Papers

Relational Dimensions of the Human Being

Re-Thinking Management: Insights from Western Classical Humanism

Action, Human Flourishing and Moral Discernment

A Catholic Spirituality for Business: The Logic of Gift

Re-Thinking Management: Insights from Western Classical Humanism