Essays in Sociological Theory, Pure and Applied (Glencoe, Ill: Free Press, 1949).
2.
Made famous by Douglas McGregor in The Human Side of Enterprise (New York: McGraw-Hill Book Co., 1960), pp. 33–57. Theory X managers (defined as “traditional”) are seen as those who regard people as disliking work, who need therefore to be coerced, controlled, and threatened; and who prefer to be led. Theory Y managers are those who see expenditure of human effort in work as natural as play or rest, who see that man will exercise self-direction and self-control in the service of objectives to which he is committed, who see the human being as one who seeks responsibility, who recognize that imagination and creativity are widely, not narrowly, distributed in the population, and who see that, under modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
3.
EdmundsStahrl, “The Reach of an Executive,”Harvard Business Review, XXXVII: 1 (Jan.-Feb. 1959), 87–96.
4.
“A New Profession to Aid Management,” McCann-Erickson Publication No. 5, Marketing Communications Workshop (New York: McCann-Erickson, 1960), p. 13.
5.
Such as the work done by the System Development Corporation in its analysis of human reactions to, and manning of, defense warning systems. It is believed that the basic analytical techniques used by this company, with necessary modifications, have application to the more fundamental problems of management.
