| Title | The Professional Manager |
| Publication Type | Book |
| Pub Year | 1967 |
| Authors | McGregor, D. |
| Publisher | New York |
| Keywords | accountability, behavior, control, punishment, reward, supportiveness, trust |
| Notes |
reward"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14) behavior, punishment"The manager whose conception of cause and effect in human behavior is mechanical must rely on the 'orneriness' of human nature for an explanation of the many forms of indifference or resistance to managerial influence. The only way he can conceive of to counteract them is to increase the threat of extrinsic punishment (which often aggravates the symptoms he is trying to eliminate)."1 (p. 15) accountability"Another device, common to many managerial control systems, that is likely to induce threat is represented by the concept of 'accountability'. The logic of accountability within the framework of conventional managerial principles is clear. However, it takes relatively little experience with or observation of this principle in everyday organizational life to recognize that its practical use is to discover and punish noncompliance with externally imposed standards and controls. The real meaning in practice of the principle of accountability is: 'Find out who goofed'." (p. 121)
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