Alfred Sloan was President, Chairman, and CEO of General Motors from 1923 to 1956. His memoir “My Years at General Motors” tells his story about how he took a corporation consisting of several disparate and competing companies and shaped them into division that manufactured cars tailored to different segments of society. He constantly pursued and integrated new technologies into the automobiles themselves while also shaping the buying experience through the introductions of different styles, improved relations with dealings, and financial services that rivaled banks.

Coming soon! We will dive into the history of the automotive industry with a look at Alfred Sloan’s famous memoir, “My Years at General Motors.” The book chronicles the growth of General Motors and the industry from the 1920s through the 1950s and how the corporation overcame economic crises, World War II, and the post-war automobile boom. A terrific story about executive leadership in an emerging industry and professionalism in business.

We conclude our discussion of Frederick Herzberg’s book “The Motivation to Work” and the Two-Factor theory of job satisfaction it presents. What are the implications for contemporary managers and workers? To what extent do employers default to dealing with environmental issues to stem complaints rather than takes steps to improve performance and reward achievement?

Frederick Herzberg’s “The Motivation to Work” presents the results of over 200 interviews with engineers and accountants working in the Pittsburgh area regarding what satisfied and dissatisfied them on the job. They would find that factors leading to satisfaction, such as achievement and performance, were very different than those leading to dissatisfaction, such as company policies or relationships with co-workers and managers. The result became known as Herzberg’s Two-Factor Theory of Job Satisfaction, also known as the motivator-hygiene theory.

Coming soon! We will discuss the studies that led to Frederick Herzberg’s two-factor theory of job satisfaction, published in the book “The Motivation to Work” with colleagues Bernard Mausner and Barbara Snyderman. The studies included interviews with over 200 engineers and accountants regarding what satisfied and dissatisfied them on the job.

We conclude our discussion of Joan Acker’s article “Hierarchies, Jobs, Bodies: A Theory of Gendered Organizations,” from 1990 and bring the ideas of feminist theories of organization to contemporary times. From economic difficulties to the effects of the pandemic, workers are increasingly having to balance work with the need to provide care to their families, but global competitive pressures are causing companies to pursue even greater efficiencies. How do Acker’s ideas help us navigate these challenging times?

Joan Acker’s 1990 article “Hierarchies, Jobs, Bodies: A Theory of Gendered Organizations” was a significant work in feminist theories of organizations. She charged that prior feminist research had wrongly assumed that organizational structures were gender neutral. Instead, everything about organizations from structures to symbols are inherently gendered, and until that was acknowledged and studied, organizations would continue to reinforce long-standing gender inequalities. The article is significant for its synthesis of a growing body of research that questioned the claims of gender neutrality in organizational practices that creates and sustains barriers to women’s equality in the workplace.

We will discuss Joan Acker’s article “Hierarchies, Jobs, Bodies: A Theory of Gendered Organizations,” from 1990. This article signaled a clarion call to change the direction of organizational research to acknowledge the inherent gendering built into processes and structures in the workplace. This would allow for the development of organizations that would be more democratic and humane.

We conclude our discussion of the classic book The Management of Innovation from Tom Burns and G. M. Stalker with a look at contemporary myths of innovation, such as the idea that innovation can or should be outsourced to small “start-up” style firms or that innovators or the process of innovation should be separated from the rest of the organization. We also look at the roles of “manager directors” or chief executives in leading innovation in their firms.