173:. A key point made was that people became convinced that organizations and groups could make better decisions than individuals, and thus serving an organization became logically preferable to advancing one's individual creativity. Whyte felt this was counterfactual and listed a number of examples of how individual work and creativity can produce better outcomes than collectivist processes. He observed that this system led to
194:
was the age of middle management, what Whyte thought of as the rank and file of leadership, whether corporate, governmental, church, or university. of us who grew up in the 1950s....It formed our ideas about conformity, resistance to it, and the meaning of being part of an organization. The book and its title gave many of us reason to disparage the security the organization promised; that was for others but not for us.
193:
offered a new perspective on how post–World War II American society had redefined itself. Whyte’s 1950s
America had replaced the Protestant ethic of individualism and entrepreneurialism with a social ethic that stressed cooperation and management: the individual subsumed within the organization. It
27:
219:
In actual corporate practice, according to Robert C. Leonard and Reta D. Artz, personnel managers in the San
Francisco Bay area generally preferred the organizational man over the individualist. However, individualists were preferred in smaller companies and those with college-educated personnel
208:, in inspiring criticism that those Americans motivated to win World War II returned to ostensibly less-meaningful lives. Whyte's book led to deeper examinations of the concept of "commitment" and "loyalty" within corporations. According to
212:, the book was hailed as a benchmark for American corporate culture. It gave concrete evidence to a watchword of the decade: “conformity.” Whyte identified what he claimed was a "major shift in American ideology" away from an individualistic
185:
According to Paul
Leinberger and Bruce Tucker, the book is, "the most compelling portrait of middle-class Americans at midcentury and the starting point for all subsequent investigations of their legacy."
490:
177:
executives who faced no consequences and could expect jobs for life as long as they made no egregious missteps. He also thought that everyone should have more freedom.
407:
200:
402:
Bell, Reginald, et al. "An examination of differences between the most influential management books of the 20th century and amazon best sellers."
319:
Popper, Deborah E.; Popper, Frank J. (2006). "The
Organization Man in the Twenty-first Century: An Urbanist View". In Platt, Rutherford H. (ed.).
330:
245:
118:
450:
514:
509:
413:
Hanson, Dallas, and Wayne O'Donohue. "William Whyte's 'The
Organization man': A flawed central concept but a prescient narrative."
374:
504:
166:
260:
281:
481:
248:
154:
467:
Thomson, Irene Taviss. "From conflict to embedment: the individual–society relationship, 1920–1991."
170:
26:
277:
136:
72:
162:
418:
336:
326:
241:
113:
213:
158:
149:
132:
40:
434:
Leonard, Robert C. and Reta D. Artz. "Structural sources of organization man ideology,"
385:
Robert C. Leonard and Reta D. Artz, "Structural sources of organization man ideology,"
264:
498:
456:
Randall, Donna M. “Commitment and the
Organization: The Organization Man Revisited.”
209:
174:
205:
198:
The impact of Whyte's book complemented the fiction best seller of the period,
62:
340:
320:
58:
422:
165:. A central tenet of the book is that average Americans subscribed to a
189:
Deborah Popper and Frank Popper contend the book energized dissidents:
404:
International
Journal of Business Research and Information Technology
354:
461:
429:
The new individualists: The generation after the organization man
355:"Commitment and the Organization: The Organization Man Revisited"
322:
The Humane
Metropolis: People and Nature in the 21st-century City
307:
The new individualists: The generation after the organization man
447:
The Human
Metropolis: People and Nature in the 21st-Century City
325:. Amherst: University of Massachusetts Press. p. 206.
431:(HarperCollins, 1991). Reanalysis of Whyte's raw data.
282:"Why Corporate Leaders Became Progressive Activists"
445:in the Twenty-first Century: An Urbanist View." in
112:
104:
96:
88:
78:
68:
54:
46:
36:
169:ethic rather than to the prevailing notion of
8:
489:The Organization Mad, a contemporary parody
19:
441:Popper, Deborah E., and Frank J. Popper. "
369:Nathan Glazer, "The man who loved cities."
153:, Whyte did extensive interviews with the
25:
18:
229:
157:of major American corporations such as
259:Mills, C. Wright (December 9, 1956).
7:
427:Leinberger, Paul, and Bruce Tucker.
305:Paul Leinberger, and Bruce Tucker,
14:
358:The Academy of Management Review
201:The Man In The Gray Flannel Suit
460:12#3 (1987), pp. 460–71,
1:
458:Academy of Management Review,
16:1956 book by William H. Whyte
531:
515:Simon & Schuster books
236:Whyte, William H. (1956).
135:, originally published by
31:Cover of the first edition
510:Books about organizations
24:
142:
389:(1969) 28#2 pp 110–118.
360:(1987) 12#3 pp 460–471.
505:1956 non-fiction books
438:(1969) 28#2 pp 110–118
309:(HarperCollins, 1991).
240:Simon & Schuster,
196:
238:The Organization Man.
191:
20:The Organization Man
484:The Organization Man
443:The Organization Man
278:Williamson, Kevin D.
261:Crawling To the Top.
171:rugged individualism
137:Simon & Schuster
128:The Organization Man
73:Simon & Schuster
21:
482:Online copies of
469:Sociological Forum
449:(2006): 206–219.
436:Human Organization
406:3.1 (2016): 35-78
387:Human Organization
353:Donna M. Randall,
280:(March 13, 2017).
147:While employed by
373:23 (1999): 27-34
332:978-1-61376-151-9
246:978-0-671-54330-3
124:
123:
119:978-0-671-54330-3
89:Publication place
522:
417:(2010): 95–104.
415:Management Revue
390:
383:
377:
371:Wilson Quarterly
367:
361:
351:
345:
344:
316:
310:
303:
297:
296:
294:
292:
274:
268:
257:
251:
234:
214:Protestant Ethic
159:General Electric
150:Fortune Magazine
143:Whyte's approach
133:William H. Whyte
80:Publication date
41:William H. Whyte
29:
22:
530:
529:
525:
524:
523:
521:
520:
519:
495:
494:
478:
399:
397:Further reading
394:
393:
384:
380:
368:
364:
352:
348:
333:
318:
317:
313:
304:
300:
290:
288:
286:National Review
276:
275:
271:
258:
254:
235:
231:
226:
183:
145:
97:Media type
81:
32:
17:
12:
11:
5:
528:
526:
518:
517:
512:
507:
497:
496:
493:
492:
487:
477:
476:External links
474:
473:
472:
465:
454:
439:
432:
425:
411:
398:
395:
392:
391:
378:
362:
346:
331:
311:
298:
269:
265:New York Times
252:
228:
227:
225:
222:
182:
179:
144:
141:
122:
121:
116:
110:
109:
106:
102:
101:
98:
94:
93:
90:
86:
85:
82:
79:
76:
75:
70:
66:
65:
56:
52:
51:
48:
44:
43:
38:
34:
33:
30:
15:
13:
10:
9:
6:
4:
3:
2:
527:
516:
513:
511:
508:
506:
503:
502:
500:
491:
488:
486:
485:
480:
479:
475:
470:
466:
463:
459:
455:
452:
448:
444:
440:
437:
433:
430:
426:
424:
423:also in JSTOR
420:
416:
412:
409:
405:
401:
400:
396:
388:
382:
379:
376:
372:
366:
363:
359:
356:
350:
347:
342:
338:
334:
328:
324:
323:
315:
312:
308:
302:
299:
287:
283:
279:
273:
270:
267:
266:
262:
256:
253:
250:
249:online copies
247:
243:
239:
233:
230:
223:
221:
217:
215:
211:
210:Nathan Glazer
207:
203:
202:
195:
190:
187:
180:
178:
176:
172:
168:
164:
160:
156:
152:
151:
140:
138:
134:
131:is a book by
130:
129:
120:
117:
115:
111:
107:
103:
99:
95:
92:United States
91:
87:
83:
77:
74:
71:
67:
64:
60:
57:
53:
49:
45:
42:
39:
35:
28:
23:
483:
471:12#4 (1997).
468:
457:
446:
442:
435:
428:
414:
403:
386:
381:
370:
365:
357:
349:
321:
314:
306:
301:
289:. Retrieved
285:
272:
263:
255:
237:
232:
218:
206:Sloan Wilson
199:
197:
192:
188:
184:
167:collectivist
148:
146:
127:
126:
125:
175:risk-averse
499:Categories
224:References
220:managers.
204:(1955) by
63:management
341:607828130
291:March 13,
181:Influence
139:in 1956.
69:Publisher
59:Business
47:Language
55:Subject
50:English
462:online
451:online
419:online
408:online
375:online
339:
329:
244:
37:Author
105:Pages
100:Print
337:OCLC
327:ISBN
293:2017
242:ISBN
163:Ford
161:and
155:CEOs
114:ISBN
84:1956
108:429
501::
421:;
335:.
284:.
216:.
61:,
464:.
453:.
410:.
343:.
295:.
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
