McGregor’s Two Factor Theory – Revised
- People are infinitely adaptable; we can move them at will.
- Groups in the work place are a necessary evil; they should be broken up frequently.
- Job security makes people complacent.
- Money always was and still is the best motivator.
- Management’s job is to plan; employees are there to get it done.
- People work best when held individually accountable.
- Past accomplishments don’t count; today is what matters most.
- The bottom line is paramount.
- Ninety percent of our merit increase money should go to our top 10% performers.
- The best ideas come from higher ups.
- Group decision making produces mediocrity.
- The training budget is too big.
- The woman’s place is in the home.
- Stress reduction is strictly ‘mind over matter.’
- You can’t teach an old dog new tricks.
- Employees, even good ones, shouldn’t be promoted rapidly.
- Communications should be driven by a ‘need to know’ policy.
- If they [employees] don’t like it here, they should leave.
Supervision is an obsolete concept.
Coordinated teamwork is valuable to the organization.
Strategic planning is an imperfect process.
Quality, productivity, customer service and employee satisfaction feed on each other.
Corporations have community responsibilities beyond the bottom line.
People who feel secure in their employment are more likely to innovate and take risks.
Getting close to your customers is a good idea.
Group decision making produces commitment.
The training budget should be tripled.
Employees should be encouraged to learn from their mistakes.
Employees at all levels have a lot of good ideas.
Age is no barrier to learning.
Full and open communication is the best policy.
Women can make important contributions to significant business accomplishments.
Decisions should be made by those closest to the problem.
Rewards should be spread around.
From Ned Rosen’s TEAMWORK AND THE BOTTOM LINE: GROUPS MAKE A DIFFERENCE, 1989 Lawrence Erlbaum Associates Inc.
Last Updated on 6/24/99
By Steven Stein
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