Flory, C. D.
(1967).
Managers for tomorrow.
"If the manager thinks of his central function as that of coordinating people around a task, the people quickly conclude the company is interested only in what it can get out of them. The individual's needs for growth, initiative, self-reliance, and self-actualization become submerged in a mass of performance data purporting to tell the manager how he is doing. Is it surprising that people who accept this concept of themselves on the job, and who let 'others do the thinking,' find it easy to accept this concept in all segments of their lives—in the community, at the polls, and in the state? Why should they vote for freedom of any kind when they have so little of it on the job where they spend most of their energy?" (p. 272)