\"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.

Postmodernism, or, the Cultural Logic of Late Capitalism

Anti-Oedipus: Capitalism and schizophrenia.

This paper examines the place of the strategic choice perspective in the study of organizations and considers its contemporary contribution. The main fea tures of the original analysis are summarized, followed by a review of the key issues which arise from it. The paper discusses the integrative potential of strategic choice theory within organization studies and examines its contribu tion to an evolutionary perspective on the subject.

Strategic Choice in the Analysis of Action, Structure, Organizations and Environment: Retrospect and Prospect

We have recently witnessed a growing, if still arguably marginal, interest in `Critical Management Studies' (CMS). Our aim in this paper is to reflect upon the popularization of CMS; more specifically, we propose to examine the various factors that have contributed to its emergence, and to review the significance of its project. We start by exploring the conditions of possibility for CMS and point to a combination of political, institutional and epistemological trends. In the second part of the paper, we consider what constitutes `CMS' and suggest that whilst it draws upon a plurality of intellectual traditions, CMS is unified by an anti performative stance, and a commitment to (some form of) denaturalization and reflexivity. Finally, we articulate the polemics around which CMS politics have been contested, in particular we review the debates between neo-Marxism and post-structuralism, and discuss the issue of engagement with management practice.

At the Critical Moment: Conditions and Prospects for Critical Management Studies

This paper presents a rigorous defence of paradigm incommensurability as con ceptualized by Burrell and Morgan, arguing that it is a necessary defence against scientistic authoritarianism. Two recent attacks on paradigm incommensurability are examined which, although emerging from different intellectual traditions, are both seen to imply the restoration of the authority of scientism characteristic of the postmodernism of reaction. Both critiques base their attack on the work of Kuhn but this basis is rejected on the grounds, inter alia, of a clear absence of isomorphism between the paradigmatic model of Kuhn and that of Burrell and Morgan. Finally, the paper considers the relevance of paradigm incommensur ability in the context of non-reactive postmodernism.

In Defence of Paradigm Incommensurability

Pippa Carter Department of Management Systems and Sciences, University of Hull, England Willmott’s paper (in this volume) seeks, by reference to developments in Labour-Process Theory (LPT), to dissolve the incommensurability of the subjective-objective dimension of Burrell and Morgan’s (1979) paradigm model. The main concern of this brief response is with the concept of incommensurability, not with LPT. It is not uncommon to describe the debate on paradigm incommensurability as ’paradigm wars’, and this seems a particularly appropriate term: in war, one objective is for one side to subordinate the other. Burrell

'Paradigm Wars': A Response to Hugh Willmott

Labour as Dressage

*Introduction *Semiotics *Structure *Knowledge *Power *Rationality *Ideology *Self *Boundary *Efficiency *Decision making *Conclusions Glossary References Index

Pippa Carter

Papers

In Defence of Paradigm Incommensurability

'Paradigm Wars': A Response to Hugh Willmott

Labour as Dressage

Rethinking Organisational Behaviour

Gilles Deleuze and Felix Guattari