(1)For years many U.S. managers assumed factory workers were interested solely in doing as little as they could for as much pay as possible. (2)Douglas McGregor’s The Human Side of Enterprise (1960) helped to change this belief. (3)McGregor argued that workers could be highly motivated and more productive if they were allowed to participate in decision making. (4)This view gradually caught on, as did the Scandinavian idea of decentralized work organization. (5)As management views changed, worker-manager relations became less antagonistic, and by the 1980s a new flexibility and team spirit at American factories had begun to restore U.S. competitiveness.(Unit 6 Topic Preview, TaA)

(1)

  1. Factory workers were interested in doing as little as they could.
  2. Factory workers were interested in doing as little as they could for as much pay as possible.
  3. Managers assumed factory workers were interested in doing as little as they could for as much pay as possible.
  4. Many U.S. managers assumed factory workers were interested solely in doing as little as they could for as much pay as possible.
  5. For years many U.S. managers assumed factory workers were interested solely in doing as little as they could for as much pay as possible.

(2)

  1. The book helped to change this belief.
  2. Douglas McGregor’s book helped to change this belief.
  3. Douglas McGregor’s The Human Side of Enterprise (1960) helped to change this belief.

(3)

  1. Workers can be highly motivated.
  2. Workers can be more productive.
  3. Workers can be highly motivated and more productive.
  4. Workers can be highly motivated and more productive if they participate in decision making.
  5. Workers can be highly motivated and more productive if they are allowed to participate in decision making.
  6. McGregor argued that workers could be highly motivated and more productive if they were allowed to participate in decision making.

(4)

  1. This view caught on.
  2. This view gradually caught on.
  3. The Scandinavian idea gradually caught on.
  4. The Scandinavian idea of work organization gradually caught on.
  5. The Scandinavian idea of decentralized work organization gradually caught on.
  6. This view gradually caught on, as did the Scandinavian idea of decentralized work organization.

(5)

  1. A new flexibility restoredU.S. competitiveness.
  2. A new flexibility and team spirit restoredU.S. competitiveness.
  3. A new flexibility and team spirit at American factories restoredU.S. competitiveness.
  4. A new flexibility and team spirit at American factories began to restore U.S. competitiveness.
  5. By the 1980s a new flexibility and team spirit at American factories had begun to restore U.S. competitiveness.
  6. Worker-manager relations became less antagonistic.
  7. As management views changed, worker-manager relations became less antagonistic.
  8. As management views changed, worker-manager relations became less antagonistic, and by the 1980s a new flexibility and team spirit at American factories had begun to restore U.S. competitiveness.