Part 1 The Theoretical assumptions of management
Chapter 1 Management and scientific knowledge
Douglas McGregor asks to tune ears while listening to managerial meeting to extract assumptions about human behavior.
Response to managerial decisions is by blaming.
McGregor states that there is no prediction without theory and all managerial decisions rest on assumptions about behavior.
He also suggests that social sciences will develop a predictive capability comparable to that of physical sciences. Though the fields of management science, organizational science and decision science have progressed substantially since 1960, including important work about biases in human judgment, optimization of complex networks, the scientific advances about the fundamental nature of human beings at work remain indefinable.

Chapter 2 Methods of influence and control
McGregor, a seminal thinker, states that power to influence others is not a function of amount of authority one can exert. It is a function of the appropriate selection of the means of influence that the particular situation demands. He also points out that with a modern society of interdependence, influence, much more than authority, is central to success.
Supporting examples: fields of communications and negotiations
Generalizations:-
Man is a wanting animal – as soon as one of his needs is satisfied, another appears in its place. This process is unending. It continues from birth to death. Man continuously puts forth effort/work to satisfy his needs. – explained with Maslow’s hierarchy of human needs.
Satisfied need is not a motivator of behaviour.
Chapter 3 Theory X: The traditional view of direction and control
Theory X three core assumptions: a) The average human being has an inherent dislike of work and will avoid it if he can b) Because of this human characteristic of dislike of work, most