The human side of enterprise pdf

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Management by integration and self-control -- 6. A critique of performance appraisal -- 7. Administering salaries and promotions -- 8. The Scanlon plan -- 9. Participation in perspective -- The managerial climate -- Staff-line relationships -- Improving staff-line collaboration -- Part III. The development of managerial talent.

An analysis of leadership -- Management development programs -- Give me—without a lot just as we seek best practices in engineering, of intellectual claptrap and theoretical nonsense—some practical ideas which financial, or marketing functions, not just per- will enable me to improve the situation in my organization.

I want proof that haviors as is widely the case today. I want tification needs to be overhauled. The process practical results, and I want them now. Such requests formance has to do a better job of sorting the can no more be met by the social scientist today than could comparable ones plunderers and quick flippers from those who with respect to atomic energy be met by the physicist fifteen years ago. I can, build enduring economic value.

And I can suggest— tentatively—some of the propositions that will compose a more adequate theory of the management of people. The magnitude of the task that confronts us will then, I think, be apparent. II Perhaps the best way to indicate why the conventional approach of manage- ment is inadequate is to consider the subject of motivation. In discussing this subject I will draw heavily on the work of my colleague, Abraham Maslow of Brandeis University.

His is the most fruitful approach I know. Naturally, what I have to say will be overgeneralized and will ignore important qualifications. In the time at our disposal, this is inevitable. This process is unending. It continues from birth to death. At the lowest level, but preeminent in importance when they are thwarted, are his physiological needs.

Man lives by bread alone, when there is no bread. Unless the circumstances are unusual, his needs for love, for status, for recog- nition are inoperative when his stomach has been empty for a while.

But when he eats regularly and adequately, hunger ceases to be an important need. The sated man has hunger only in the sense that a full bottle has emptiness. The same is true of the other physiological needs of man—for rest, exercise, shel- ter, protection from the elements. A satisfied need is not a motivator of behavior! This is a fact of profound significance.

It is a fact that is regularly ignored in the conventional approach to the management of people. I shall return to it later. For the moment, one example will make my point. Except as you are deprived of it, it has no ap- preciable motivating effect upon your behavior. These are called safety needs. The Human Side of Enterprise They are needs for protection against danger, threat, depri- vation. Some people mistakenly refer to these as needs for security. However, unless man is in a dependent relationship where he fears arbitrary deprivation, he does not demand security.

But when he feels threatened or dependent, his greatest need is for guarantees, for protection, for security. Arbitrary management actions, behavior that arouses uncertainty with respect to continued employment or which reflects favoritism or discrimination, unpredictable administration of policy—these can be powerful motivators of the safety needs in the employment relationship at every level from worker to vice president.

Management knows today of the existence of these needs, but it often as- sumes quite wrongly that they represent a threat to the organization. Many studies have demonstrated that the tightly knit, cohesive work group may, under proper conditions, be far more effective than an equal number of sepa- rate individuals in achieving organizational goals.

He becomes resistant, antagonistic, uncooperative. But this behavior is a consequence, not a cause. They are the egoistic needs, and they are of two kinds: 1. Unlike the lower needs, these are rarely satisfied; man seeks indefinitely for more satisfaction of these needs once they have become important to him. But they do not appear in any significant way until physiological, safety, and social needs are all reasonably satisfied. The typical industrial organization offers few opportunities for the satis- faction of these egoistic needs to people at lower levels in the hierarchy.

The conventional methods of organizing work, particularly in mass-production in- dustries, give little heed to these aspects of human motivation. It is clear that the conditions of modern life give only limited opportunity for these relatively weak needs to ob- tain expression. The deprivation most people experience with respect to other lower-level needs diverts their ener- gies into the struggle to satisfy those needs, and the needs for self-fulfillment remain dormant.

III Now, briefly, a few general comments about motivation: We recognize readily enough that a man suffering from a severe dietary deficiency is sick. The deprivation of physiological needs has behavioral consequences. The same is true—although less well recognized—of depriva- tion of higher-level needs. The man whose needs for safety, association, independence, or status are thwarted is sick just as surely as is he who has rickets.

The man whose lower-level needs are satisfied is not motivated to satisfy those needs any longer. For practical purposes they exist no longer. Remem- ber my point about your need for air. We pay good wages, provide good working condi- tions, have excellent fringe benefits and steady employment.

Yet people do not seem to be willing to put forth more than minimum effort. His observations were clearly gor was obliged to defend its traditions of dis- shaped by the cardinal value he assigned to the sent and social reform Scott Sanders, personal improved treatment of workers. Contingency theorists seek analytical rigor in McGregor later modified the extremely demo- a narrowly instrumental context: what manage- cratic views of his Antioch period. Factionalism rial techniques enhance the standard measures among students and faculty, among other of organizational effectiveness, de-emphasizing things, exhausted him and convinced him of the larger goals.

Contingency researchers do not simply pick one It is noteworthy in its optimistic account of the alternative over the other, but try to identify a set contemporary application of Theory Y. For example, if you are alization today than ever before.

Bennis, a pro- in charge of a band of fascists, your subordinates might well expect and desire that you rule with fessor at the University of Southern California, an iron fist Coauthors Heil and Stephens co- Not all contingency theorists have embraced founded the Center for Creative Leadership in this extreme position.

Some have taken a third California. Undeterred, they That McGregor was not inclined to observe quickly endorse the diluted tonic of open book these constraints attests to the insights that the management as an acceptable substitute. Organizational behavior: Core concepts. The book includes excerpts Wheeler, H. The future of the American labor move- ment.

New York: Cambridge University Press. Organization studies and the new pragmatism: Positivism, anti-positivism, and phens do McGregor a disservice in their Pan- the search for ethics. Organization Science, 9: — Certainly, in his post-Antioch work McGregor was not a radical reformer.

He was a reformer and experimenter nonetheless. Cameron, Jane E.