The human relations movement emerged in the 1940s-1950s in response to organizations failing to treat employees humanely. Proponents like Elton Mayo believed the human element had a greater impact on productivity than technical factors. The Hawthorne experiments studied how the physical environment impacted productivity. They found employees worked harder if they felt management cared about their welfare. Abraham Maslow's hierarchy of needs theory explained how lower needs must be met before higher needs motivate.

1. HUMAN RELATION MOVEMENT
Emerged during the
1940s and 1950s
Elton Mayo was a
proponent
Concepts
1. Emerged because of a failure of organizations
to treat their employees in a humane manner
2. Believed that the human element had a greater
impact on determining output and reaction
to change than did the technical factor.

2. -calls attention to
the importance of
the individual
within the
organization.
Human
Relation
Approaches -cuts across the
fields of
psychology,
sociology, and
anthropology to
emphasize
interpersonal
relations and
democratic actions
on the part of
workers.
Behavior
Science
Approach
Promote Two approaches:

3. Elton Mayo
• Hawthorne Experiments – to study the effects
of the physical environment upon worker
productivity – determining the effect that such
factors as lighting, heating, fatigue, and layout
had a productivity.
• Human element had a greater impact on
determining output and reaction to change that
did the technical factor.
• Employees work harder if they believed
management was concerned about their
welfare and supervisors paid special attention
to them.

4. Abraham Maslow
• A phycologist who developed a theory
of human motivation
• Core of his theory is the concept that
we are motivated by fulfilling a
hierarchy of needs
• As our lower-level need are satisfied,
you will need higher level needs.

6. Theory X
Theory X- Authoritarian,
repressive style. Tight
control, no development.
Produces limited, depressed
culture.
Managers of Theory X view the
employees in terms of the
following:
 Inherently disliking work
 Avoiding work whenever
possible
 Lacking in ambition
 Irresponsible
 Resistant to change
 Feeling that work is
secondary importance
 Having to be pushed by
managers to work.

7. THEORY X
• Have a traditional or pessimistic view of motivation with regard to
employees.
• In order to make sure that their employees do their work, have to
apply the autocratic style of leadership where the employees have to
be constantly directed and controlled
• Coercive power will be used.

8. THEORY Y
Theory Y – liberating and
developmental. Control,
achievement and continuous
improvement achieved by
enabling empowering and giving
responsibility
Managers of Theory Y view the
employees in terms of the following:
 Willing to work, work is as
natural as play or rest
 Willing to accept responsibility,
since work brings satisfaction
 Capable of directing themselves
(self-direction)
 Capable of self-control
 Frequently using imagination,
ingenuity and creativity in
accomplishing task.
Theory Y – liberating and
developmental. Control,
achievement and
continuous improvement
achieved by enabling
empowering and giving
responsibility

9. • Theory Y is Optimistic
• To ensure high job performance, managers need only to apply the
participative style of leadership, where employees are allowed more
participation, freedom and responsibility in their work
• The Theory Y manager will delegate the authority and he allow
employees to participate in decision-making
• Greater job autonomy and task-variety is offered to employees

10. Frederick Herzberg
• Developed Motivation-Hygiene Theory
• People work in an environment where the
following two kinds of factors are present:
Motivators
• Include the work itself, recognition,
achievement, advancement, growth and
responsibility.
• To motivate people on their jobs, Herzberg
suggests emphasizing the above factors.
Hygiene factors
• Include company policy and administration,
supervision, salary, working conditions and
interpersonal relations.
• When these factors are adequate in a job,
they will pacify workers, and workers will
not be dissatisfied.

11. MODERN MOVEMENT
• Also known as quantitative business methods make use of
engineering and mathematical skills to solve complex decision making
problem
Example of mathematical skills:
• Work sampling – where a number of random sample are taken in
order to supply information for use in setting work standard
• Waiting line – which a study is done on the behavior of person
waiting in line
• Forecasting – which is used to plan capital expenditure for a new
plant and equipment

12. Began in the early
1950s
Two Approaches Nonquantitative
Approach
Quantitative
Approach

13. Quantitative Approach (The Operation Approach)
• Concerned with making decisions about which operations should be
undertaken and about how they should carried out.
• Involved mathematics, computer science, and statistical applications
when making decisions.
Non quantitative Approaches (Behavior Science Approach)
• The scientific study of observable and verifiable human behavior at the
individual, group, and organizational levels,
• Uses psychology, sociology, and anthropology as its decision base.
Contingency Management
• A management practice which recognized that no single best way exits
in all situation
• Managers needs to examine the facts of a given situation and choose a
tool, method, or process that will best handle the situation

14. OTHER MANAGEMENT CONCEPTS
Theory Z
• A management concepts developed by William G. Ouchi
• Stressed the need to hire employees for their specific talents, that uses consensus
decision making, that is based on management-employee trust, and so forth
Characteristics:
• Employees have life-time employment – not be concerned about layoff
• Employees are hired for their specific talents – rather than by using a job to determine
what talents and employee should have
• Decision-making uses a consensus process – widespread agreement on all decision
• Managers and employees trust one another
• Managers are concerned about employees well being

15. Total Quality Management (TQM) ***
• A set of principles used to guide the entire organization in continuous
improvement
TQM common elements
• Focus on customer satisfaction
• Ongoing improvement of the organization’s product and/or services
• Work teams based on trust, empowerment, and cooperation
• Statistical measurement techniques designed to identify causes of
production problems as well as to prove benchmark data that helps
assess performance

16. Strategies of Total Quality Management (TQM)
1. Continuous Improvement
• The ongoing quest of quality of management or continually seeking ways
to improve operations
• Companies can correct their problem and set higher-quality
management goals.
2. Benchmarking
• The process of identifying, understanding, and adapting outstanding
practices and processes from organizations anywhere in the world to
help organization improve its performance
• Catching and staying ahead by continually improving its performance

17. 3. Downsizing
• Reduce, as in decreasing the number of workers in an organization
• Cutting costs to obtain higher productivity improve customer service and
improve their competitive position and increase earnings.
4. Re-engineering
• Re-engineering in which a system is completely rebuilt from its fundamental
component.
• How business processes are analyzed and studied to redesign the process
and then implement new processes
5. Quality Circle
• Small voluntary groups of employees who work together and who meet on a
regular basis to identify, analyze, and develop solutions to their work-related
problem.
6. Outsourcing
• The practice of some organization to turn over certain work functions to an
outside agency that specialized in the types of functions they perform for
their clients.