Douglas Mcgregor Quotes

Above all, it is necessary to recognize that knowledge cannot be pumped into human beings the way grease is forced into a machine. The individual may learn; he is not taught.

It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual “reporting” relationships. These

There’s no secret about what drives engagement. From Douglas McGregor’s The Human Side of Enterprise to Dan Pink’s Drive, the formula hasn’t changed in sixty years: purpose, autonomy, collegiality, and the opportunity to grow.

Delegation means that he will concern himself with the results of their activities and not with the details of their day-to-day performance. This requires a degree of confidence in them which enables him to accept certain risks. Unless he takes these risks there will be no delegation.

In an organization where promotion is the sole measure of success, most people are oriented to the job to which they hope to move next. Naturally, they want to be promoted in order to prove their value, so their performance on the present job is geared exclusively to those things which will get them out of it! This,

Impersonal: Hot stove treats all alike. It does not show any favouritism or spare anybody.Similarly, the disciplinary authority should treat all employees alike without any discrimination.[You may feel that past good conduct of the delinquent employee is taken into account while deciding the quantum of penalty. This is not in contravention of the rule of impersonal approach. Even past conduct has to be taken into account in respect of all the employees, without discrimination. ] � Immediate action: Just as the hot stove burns the fingers of those who touch it without any time lag, the disciplinary authority is also expected to impose penalty without delay. This will make the delinquent employee link the misconduct to the penalty; besides it also sends a message that misconduct will be appropriately dealt with.[The rule is attributed to Douglas McGregor who is better known for his ‘X’ and ‘Y’ theories of Management] 7. How to find out who is the Disciplinary Authority? Firstly, it must be remembered that the Disciplinary authority is determined with reference to the employee proceeded against. Schedule to the Rules 1965 lay down the details of the disciplinary authorities in respect of various grade of employees in different services in the Government. The President, the Appointing Authority, the Authority specified in the Schedule ot the Rules (to the extent specified therein) or by any other authority empowered in this behalf by any general or special order of the President may impose any fo the Penalties specified in Rule 11. Appointing Authority as mentioned in the Schedule must be understood with reference to rule2 (a) of the Rules. The question as to who is the appropriate disciplinary authority must be raised and answered not only while issuing charge sheet but also at the time of imposing penalty because there might have been some change in the situation due to delegation of powers, etc. in the organization.8. What are the functions of the Disciplinary Authority? Disciplinary authority is required to discharge the following functions: (a) Examination of the complaints received against the employees (b) Deciding as to who is to be appointed as the investigating authority 5

There is disagreement. The group is comfortable with this and shows no signs of having to avoid conflict or to keep everything on a plane of sweetness and light. Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than to dominate the dissenter.

the group does not accept a simple majority as a proper basis for action.

If we don’t destroy life on this planet before we discover how to make it possible for man to utilize his abilities to create a world in which he can live in peace, it is possible that the next half century will bring the most dramatic social changes in human history.

Perhaps the most critical point—and the one hardest to keep clearly in mind—is that help is always defined by the recipient. Taking an action with respect to someone because “it is best for him,” or because “it is for the good of the organization,” may be influencing him, but it is not providing help unless he so perceives it. Headquarters

The requirement that authority must equal responsibility is not only impossible to fulfill; it is logically unnecessary except within a system which makes authority the exclusive means of influence. The

It may be argued that intellectual achievement, as measured by consistently high grades in all subjects, is evidence of motivation and willingness to work. Perhaps it is—in the academic setting—but it is also evidence of willingness to conform to the quite arbitrary demands of the educational system. There

The answer to the question managers so often ask of behavioral scientists „How do you motivate people?“ is, „You don’t.

There’s no secret about what drives engagement. From Douglas McGregor’s The Human Side of Enterprise to Dan Pink’s Drive, the formula hasn’t changed in sixty years: purpose, autonomy, collegiality, and the opportunity to grow. Unfortunately, engagement levels haven’t changed much either. It seems that every generation rediscovers the essential elements of human engagement and then does nothing.

Douglas McGregor, a professor at MIT’s Sloan School of Management. In The Human Side of Enterprise, published in 1960, McGregor laid out two theories of human motivation, foreshadowing much of modern motivational theory. The first, “Theory X,” framed people as fundamentally selfish and lazy, willing only to work for themselves and for extrinsic rewards such as money, status, and power. The second, “Theory Y,” hypothesized that people are motivated as much or more by intrinsic rewards—by the pleasures of mastery and autonomy, by the opportunity to build relationships with others, and by the desire for meaning and purpose. Theory Y anticipated much modern research in postulating that people are as much “groupish” as they are selfish, that they are hard wired to enjoy being part of a group and even—under certain circumstances—to act cooperatively and even altruistically. The book was sometimes interpreted as an argument in favor of Theory Y, but McGregor himself insisted that his point was not that Theory Y was correct, but that both theories are useful models, and that to rely on Theory X alone is a dangerous oversimplification that leaves many powerful sources of motivation off the table. One

YOU CAN’T ALWAYS JUDGE a book by its cover, but you can sometimes feel justified in discarding one on the basis of its title. Anything called “How to Motivate Your Work Force,” “Making People Productive,” or something of the sort can safely be passed over because the enterprise it describes is wholly misconceived. “Strictly speaking,” said Douglas McGregor, “the answer to the question managers so often ask of behavioral scientists—’How do you motivate people?’—is, ‘You don’t.’”1