The Human Side of EnterpriseThe text deals with policies and practices in the management of human resources in business and industrial organization, examining them in the light of current social science knowledge about human nature and behavior. Two important suppositions form the basis of this material. Theory X: the assumptions upon which traditional organizations are based and which appear inadequate for the full utilization of human potentialities. Theory Y: the assumptions consistent with current research knowledge which could lead to higher motivation and greater realization of both individual and organizational goals. The implications of Theory Y in regard to the administration of salaries and promotions, performance appraisal, staff-line relationships, participation, leadership, management development, and the managerial team are discussed. |
Contents
Management and Scientific Knowledge | 3 |
Methods of Influence and Control | 15 |
The Traditional View of Direction and Control | 33 |
Copyright | |
15 other sections not shown
Other editions - View all
Common terms and phrases
ability accept achieve activities agement agerial appraisal assumptions of Theory attempts attitudes authority boss cerned characteristics CHIGAN concerning consider create decisions dependence direction and control discussion economic rewards effective effort employees enterprise Evans example experience field formal function genuine goals group action growth Harrison Harvard Business Review human behavior human resources ical idea important improve individual industrial influence integration and self-control involved job rotation judgments knowledge leader leadership learning limited major management by integration management by objectives management development management's managerial strategy means ment methods MICHIGAN motivation National Training Laboratory needs nomic operation organization organizational objectives participation performance Performance Appraisal personnel practice principle problems procedures profes professional help programs promotion psychotherapy recognize relatively requirements respect responsibility role Scanlon Plan significant situation staff groups staff-line relationships subordinates success superior Theory Y tion tivation top management uncon UNIVE UNIVERSITY utilize