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EBM: X&Y

LDRLB

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s. McGregor felt that companies followed either one or the other approach. For McGregor, Theory X and Y are not different sides of the same coin.

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Most Popular Management and Leadership Quotes on Our Site in 2016

Curious Cat

” – Douglas McGregor. Winning companies win because they have good leaders who nurture the development of other leaders at all levels of the organization. . – Taiichi Ohno. The answer to the question managers so often ask of behavioral scientists “How do you motivate people?” – Taiichi Ohno.

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What Circuit City Learned About Valuing Employees

Harvard Business Review

In 1960, 11 years after he founded the company that became Circuit City, my father Sam Wurtzel was reading a book he couldn't put down: The Human Side of Enterprise , by MIT professor Douglas McGregor. The next morning, he called McGregor's office and asked for a meeting with him. But Sam was creative and tenacious.

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How to Get an Employee to Work Faster

Harvard Business Review

A slower worker doesn’t just reduce a team’s productivity — he can also hurt his colleagues’ morale, says Lindsay McGregor, the coauthor of Primed to Perform and co-founder of Vega Factor. “Start with assuming positive intent,” says McGregor. What the Experts Say. ” Principles to Remember. .

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The Impact Of Leaders On Personal Transformation

Tanveer Naseer

The term was coined by James McGregor Burns, the Pulitzer Prize winning author and historian. For example, consider the story of a middle manager whose boss, one of the most respected people in the company, gave him some tough feedback that most people wouldn’t have the courage to give.

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Management’s Three Eras: A Brief History

Harvard Business Review

(Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.” ) Corporations continue to focus too narrowly on shareholders , with terrible consequences – even at great companies like IBM. Townes, and Henry L.