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Douglas McGregor citations

Douglas Murray McGregor est professeur de management à la Sloan School of Management du Massachusetts Institute of Technology de 1937 à 1964.

Titulaire d'un doctorat de psychologie à l’université Harvard qu'il obtient en 1935 après avoir travaillé dans de nombreuses entreprises, notamment comme directeur d’une firme de distribution d’essence à Détroit de 1926 à 1930. Il a exercé le rôle de conseiller en relations humaines.

Son influence a été surtout visible dans le domaine de la psychologie industrielle avec la publication, en 1960, de son livre The Human Side of Enterprise, traduit en français sous le titre La Dimension humaine de l'entreprise .

Il est l'auteur dans les années 1960 d'une des principales contributions à la pratique managériale. Son analyse et sa vision sont contenues dans la formulation de ce qu'il appelle les théorie X et théorie Y, qui reposent chacune sur deux systèmes de valeurs distinctes. Wikipedia  

✵ 1906 – 1. octobre 1964
Douglas McGregor: 23   citations 0   J'aime

Douglas McGregor Citations

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“Le comportement humain est prévisible, mais, comme en science physique, une prédiction précise dépend de l'exactitude des hypothèses théoriques sous-jacentes. Il n'y a, en fait, pas de prédiction sans théorie; toutes les décisions et actions managériales reposent sur des hypothèses de comportement. Si nous adoptons la posture de l’autruche par rapport à nos hypothèses sous l’idée erronée que nous sommes donc «pratiques», ou que «le management est un art», nos progrès par rapport au côté humain de l’entreprise seront en effet lents. . Ce n'est qu'en examinant et en testant nos hypothèses théoriques que nous pouvons espérer les rendre plus adéquates, éliminer les incohérences et ainsi améliorer notre capacité à prévoir.”

Douglas McGregor
art , comportement , idée , décision

Douglas McGregor: Citations en anglais

“If there is a single assumption which pervades conventional organizational theory, it is that authority is the central, indispensable means of managerial control.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 18 (2006; 24)

“The average human being has an inherent dislike of work and will avoid it if he can.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 33; Essence of Theory X

“Human behavior is predictable, but, as in physical science, accurate prediction hinges on the correctness of underlying theoretical assumptions. There is, in fact, no prediction without theory; all managerial decisions and actions rest on assumptions about behavior. If we adopt the posture of the ostrich with respect to our assumptions under the mistaken idea that we are thus “being ‘practical,” or that “management is an art,” our progress with respect to the human side of enterprise will indeed be slow. Only as we examine and test our theoretical assumptions can we hope to make them more adequate, to remove inconsistencies, and thus to improve our ability to predict.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 11 (2006; 13)

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc. — comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)

“The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 47

“It is one of the favorite pastimes of headquarters groups to decide from within their professional ivory tower what help the field organization needs and to design and develop programs for meeting these "needs." Then it becomes necessary to get field management to accept the help provided, and a different role is taken by the staff: that of persuading middle and lower management to utilize the programs.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 227 (in 2006 edition)

“Man will exercise self-direction and self-control in the service of objectives to which he is committed.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 326

“Management cannot provide a man with self-respect or with the respect of his fellows or with the satisfaction of needs for self-fulfillment. It can create conditions such that he is encouraged and enabled to seek such satisfactions for himself, or it can thwart him by failing to create those conditions.”

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Douglas McGregor

Douglas McGregor (1957), "The Human Side of Enterprise," in: Adventure in Thought and Action, Proceedings of the Fifth Anniversary Convocation of the School of Industrial Management, Massachusetts Institute of Technology, Cambridge, April 9, 1957. Cambridge, MA: MIT School of Industrial Management.

“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.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 220 (in 2006 edition)

“Knowledge accumulated during recent decades challenges and contradicts assumptions which are still axiomatic in conventional organizational theory. Unfortunately, those classical principles of organization — derived from inappropriate models, unrelated to the political, social, economic, and technological milieu, and based on erroneous assumptions about behavior — continue to influence our thinking about the management of the human resources of industry. Management's attempts to solve the problems arising from the inadequacy of these assumptions have often involved the search for new formulas, new techniques, new procedures. These generally yield disappointing results because they are adjustments to symptoms rather than causes. The real need is for new theory, changed assumptions, more understanding of the nature of human behavior in organizational settings.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 17 (2006: 24)

“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.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 211 (p. 289 in 2006 edition)

“Every managerial act rests on assumptions, generalizations, and hypotheses — that is to say, on theory. Our assumptions are frequently implicit, sometimes quite unconscious, often conflicting; nevertheless, they determine our predictions that if we do a, b will occur. Theory and practice are inseparable.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 6 (2006; 8)

“The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 1; as cited in: Abraham Harold Maslow, Deborah Collins Stephens, Gary Heil. Maslow on management, John Wiley, 1998, p. 96

“Classical organization theory suffers from "ethnocentrism": It ignores the significance of the political, social, and economic milieu in shaping organizations and influencing managerial practice.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 16 (p. 23 in 2006 edition)

“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.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 175

“Behind every managerial decision or action are assumptions about human nature and human behavior.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 33

“We live today in a world which only faintly resembles that of a half century ago. The standard of living, the level of education, and the political complexion of the United States today profoundly affect both the possibilities and limitations of organizational behavior. In addition, technological changes are bringing about changes in all types of organization. In the military, for example, it is becoming increasingly difficult to manage a weapons team in the field as a typical infantry unit was managed a couple of decades ago. Such a team requires a high degree of autonomy. Instead of following explicit orders from superiors, it must be able to adjust its behavior to fit local circumstances within the context of relatively broad objectives. (It is interesting to note the attempts that are made — by "programming" for example — to retain central control over the operations of such units. Established theories of control are not abandoned easily, even in the face of clear evidence of their inappropriateness.) Underlying the principles of classical organization theory are a number of assumptions about human behavior which are at best only partially true.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 16 (2006; 23)

“The effectiveness of authority as a means of control depends first of all upon the ability to enforce it through the use of punishment. In the two organizations which have been the models for classical organization theory, the situation with respect to enforcement is clear. In the military, authority is enforceable through the court-martial, with the death penalty as the extreme form of punishment. In the Church, excommunication represents the psychological equivalent of the death penalty.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 27 (in 2006 edition)

“The ingenuity of the average worker is sufficient to outwit any system of controls devised by management.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 12 (in 2006 edition)

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.”

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Douglas McGregor

(2006; 366) Section "Beyond McGregor's Theory Y," by Thomas A. Kochan. Prepared for the Sloan School 50th Anniversary Session on October 11 (2002).
The Human Side of Enterprise (1960)

“The essential task of management is to arrange organizational conditions and methods of operations so that people can achieve their own goals best by directing their own efforts toward organizational objectives.”

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Douglas McGregor

Source: The Human Side of Enterprise (1960), p. 178

“Formal theories of organization have been taught in management courses for many years, and there is an extensive literature on the subject. The textbook principles of organization — hierarchical structure, authority, unity of command, task specialization, division of staff and line, span of control, equality of responsibility and authority, etc.”

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Douglas McGregor

comprise a logically persuasive set of assumptions which have had a profound influence upon managerial behavior.
Source: The Human Side of Enterprise (1960), p. 15 (p. 21 in 2006 edition)