A Class with Drucker - Headway | Work on yourself

218 ■ A CLASS WITH DRUCKER
As Peter had foreseen, even a concept <strong>with</strong> the correct objectives could
lead to chaos if empowerment of workers led to mostly disempowerment
of managers. What, then, did Peter recommend?
<strong>Drucker</strong>’s Recommendations
Peter again stated that Theory X was not the answer. Nor was Theory Y, if
it was defined as a leaderless organization. He cited a number of successful
companies that were successful in applying a type of non-permissive
motivation, but not Theory X. This kind of motivation included the following
elements:
■ There is a responsible manager in authority.
■ <strong>Work</strong>ers are led, not managed.
■ The workplace is participatory, but not “free-wheeling.”
■ <strong>Work</strong>ers are not motivated through money alone.
■ Each worker is motivated differently, according to the individual
and the situation.
■ Management recognizes that workers could leave the organization.
Therefore, workers are treated as if they are volunteers, and,
above all, treated <strong>with</strong> respect.
Secrets of Motivation
It was not until several years later that I dug out my notes from Peter’s
lectures and put them together in an organized fashion. On receiving
my doctorate I had left industry to teach. I started teaching part-time at
the University of Southern California and California State University,
Los Angeles. A few months later I accepted a full-time professorship at
the latter. A number of organizations began asking me to assist in training
and giving workshops for their members. Motivation was a subject
of prime interest.
I put together a program which I called “Secrets of Motivation.” I went
back to my notes and incorporated all of Peter’s ideas. I have updated the
basic presentation many times over the last twenty-five years. Still, Peter’s
basic concepts shine through.