Deming Institute

APRIL 2, 2018

There is a big shift in thinking from thinking that a manager must motivate people to thinking a manager needs to remove the barriers to people’s intrinsic motivation (this of course was explained by Douglas McGregor in 1960 with theory x and theory y thinking in his book The Human Side of Enterprise).

Deming 44

Deming McGregor Motivation Video 44

CO2

APRIL 20, 2012

PATH-GOAL THEORY OF LEADERSHIP. The Path-Goal Theory of Leadership was developed in the mid-’70s by Martin G. The Path-Goal part of the theory comes in with respect to how leaders can help get subordinates to feel this way about the task at hand. Evans and Robert J.

Leadership 131

Leadership Contingency Theory Leadership Styles Proposal 131

Harvard Business Review

JANUARY 3, 2017

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. Eliminate roadblocks and hurdles.

McGregor 11

McGregor How To Brainstorming Micromanagement 11

Harvard Business Review

OCTOBER 23, 2012

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. It was also central to how Sam built Circuit City.

McGregor 8

McGregor Human Resources Retail Taylorism 8

Tanveer Naseer

AUGUST 6, 2013

The term was coined by James McGregor Burns, the Pulitzer Prize winning author and historian. In his book “ Leadership ” he talks about the transformational impact that occurs on performance and morale when a leader connects a follower’s sense of identity to the collective identity of the organization. Most leaders aren’t CEOs.

McGregor 276

McGregor Middle Management Hammer Influence 276

Harvard Business Review

JANUARY 14, 2014

When you find yourself thinking about old-fashioned, out-of-touch, hierarchical, siloed organizations, General Motors quickly comes to mind. Call it instinct, call it talent, it was Barra’s ability to encourage teaming that catapulted her to the top of an organization with 212,000 employees.

Team 8

Team McGregor Parcell Engineering 8

Harvard Business Review

MAY 5, 2015

It includes Mary Parker Follett (1920s), Elton Mayo and Chester Barnard (1930s), Abraham Maslow (1940s), Douglas McGregor (1960s), Peter Drucker (1970s), Peters and Waterman (1980s), Katzenbach and Smith (1990s), and Gary Hamel (2000s). Profits and share price increases are the result, not the goal of a firm’s activities.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 8