Published by:
Harvard Business Publishing
Length: 20 pages
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Abstract
Based on a detailed survey at Texas Instruments, the author finds that managers depend heavily on their bosses for conditions of motivation that have meaning at their level. High position alone does not guarantee motivation or self-actualization. Sound motivation patterns must begin at the top, and successful bosses develop their managers along Theory Y lines rather than confine them with reductive supervision.
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Abstract
Based on a detailed survey at Texas Instruments, the author finds that managers depend heavily on their bosses for conditions of motivation that have meaning at their level. High position alone does not guarantee motivation or self-actualization. Sound motivation patterns must begin at the top, and successful bosses develop their managers along Theory Y lines rather than confine them with reductive supervision.