History of Management Thought Daniel A. Wren Chapter 15

1. focuses on the growth and refinement of the human
relations movement
micro phase
empirical research that led to substantial modifications
in previously held views about people in organization
macro phase
theoretical construct of social systems analysis,
precursory step for development in organization theory
Introduction
Gestalt as basic premise
multiplier effect of organization
1921, National conference by The Federal Council of
The Churches of Christ in America
meaning of Christianity for human relationship with
special attention to industry (and to) effectively
stimulate group thinking
topic
develop means to observe and categorize group interactions,
measure participation and classify the attitudes of various
group members
The Inquiry
Eduard Lindeman, one of
the leader of The Inquiry
use Mary Follet's notions of group-conflict, integration and power-with
role of an observer planted inside a group to corroborate the
findings of an outside observer
participant observer
1933, terminated because of financial difficulties
groups could be studied through the application of quantitative methods that probed
the evolution and patterning of attitudes and interactions
mutual preferences were dynamic, as members of the group changed and as problems
facing the group changed
concept
keyword : change
providing methods for studying and changing a person's or group's behavior vis-a-vis other person or group
attraction
classification of basic attitudes
repulsion
indifference
a process of classification, calculated to bring individuals together who are capable of
harmonious interpersonal relationship and so create a social group which can function
at the maximum efficiency and with a minimum of disruptive tendencies and process
sociometry as analysis technique
Jacob L. Moreno
mapped the pairings and rankings of the individuals preferences for other individual
sociogram as resulting chart
in industry : to form group work
placing a person "on stage" to act out his deepest psychic problems with the aid of
other actors and a therapist
techniques and tools
psychodrama
cathartic experience
enabling individuals to release and relieve their innermost doubts, anxieties and other disorders
Developing construct for group analysis
focused on the group as the method of analysis
based on assumption that the contrived group was already organized by a set of
previously held social and cultural roles
sociodrama
cathartis and therapy were oriented toward understanding social and cultural roles
basis for role playing and analysis of interpersonal relation
psychology and psychoanalysis concerned with isolated individual, inadequate for analyzing group behavior
group dynamics
group behavior was an intricate set of symbolic interactions and forces that not only
affected group structure but also modified individual behavior
field theory
a group was never at a steady state of equilibrium as in a continuous process of
mutual adaptation
quasy-stationary equilibrium
keyword : change
behavior as function of the person and the environment or field
concept
Kurt Lewin
authoritarian behavior impaired initative and bred hostility and aggresiveness
authoritarian vs democratic leadership
democratic and lassez-faire behavior effective in creating better morale and attitudes
change were more easily induced through group participation and discussion than
lectures and individual methods
1. unfreezing the present level
behavior as step procedure
2. moving to the new level
3. freezing group life on the new level
foundation for future action research and organizational change and development technique
1945, foundedResearch Center for Group Dynamics at the Massachusetts Institute of Technology
1947, established first sensitivity training or human relations laboratory : The National
Training Laboratory
People at Work : The Micro View
Dr. Leland P. Bradford
to achieve changes in behavior through gut level interactions that led to increased
interpersonal awareness
goal
Lindeman, Morena and Lewin brought a new focus to the group rather than the individual
reflecting Gestalt psychology, led to further studies of social change, social control, collective behavior and in
general, the effects of the group on the individual
research moved from the static state of the individual in isolation to the dynamic state of the individual
interaction with others
more favorable political climate for organized labor,
1930s
recognition of the role of the worker of industry
background
National Labor Relation Act
1935
formation of CIO
brought a new emphasis to collective bargaining
better environment for the reapprochment between labor and
management would ensure industrial peace through worker
participation
Morris Cooke
concepts
tapping labor brain for ideas on how to achieve higher productivity
industrial democracy
application of human relations in industrial setting
business
Lenny Martini - 29006014
interdisciplinary
Part III The Social Person Era- Ch. 15
anthropology
goal
sociometry
group dynamics
participation in decision making
micro level
leadership
1945
The Yale Labor-Management Center and the Institute of Labor and Industrial
Relations at the University of Illinois
2 phase of people and organization facet
Institute for Social research at the University of Michigan
1946
macro level
The growth of Human Relations Research and Training
Summary
increasing emphasis on the social, group-belonging needs of people
goal : advancing the state of knowledge in personnel and industrial relations
oriented toward overcoming barriers to communication and enhancing
interpersonal skills
Human Relations training become popular
changing concept of management
by Rensis Likert
academians, labor leaders
Industrial Relations Research Associations
1947
enlarge jobs to decrease side effects of overspecialization of labor
decline on the hierarchy of authority and call for
participative management
characterize the new style of
interdisciplinary behavioral research
The New York State School of Industrial and Labor Relations at Cornell
motivation
analytical tools and conceptual models to explain
interactions of formal and informal aspect of organization
sociology
1943, Committee on Human Relations in Industry
increasing recognition of the informal side of the organization and the role of worker
sentiments and informal activities.
role playing
pathway to opening hidden talents in leader resided in group-oriented techniques
study of interaction of the formal and informal organization
nondirective counseling
group discussion methods
sensitivity training
status or relative prestige of a job in the jobholder's
eyes or in the regard of others
a way of controlling through leadership rather than force
those who initiated work for others were traditionally held to be in a higher status
understanding the nature and functioning of the social system
developing teamwork through incentives that fostered
collaboration rather than conflict
the use of knowledge of social science to improve performance as well as
human relations by
a way of group discipline through social pressure
concept
permitting the group to jell on the ideas
it think will best solve a problem
William Foote Whyte
" group decision making by Norman Maier
participatory action research
determine how the company and the union were
bound together in an intricate social system
a way of giving each person a chance to participate in things that
concern him in his work situation
a method that requires skill and a respect for other people
The search for fusion
concept
new role of supervisor in role playing and cases
the functional specifications or the organization's definitions of jobs and
departmental relations
training to secure teamwork and develop sensitive leaders led to a plethora of texts as managerial and employee
education reached a new high in management history
E. Wight Bakke
5 major element of bonds of organization
the reward and penalty system, provide incentives and controls in order to
achieve organizational objectives
scientific management movement by engineers and
human relations by behavioral scientist
the organization charter bond, included all those elements that contributed
to giving the organization a character or a quality of entity
management was decision making
background
a different interpretation of human motivation
changing notions about the benefits of division of labor
investigations in the past-Hawthorne era
obtaining greater employee commitment to organizational goals
through participation in decision making
Administrative Behavior
all administrative activity was group activity
basic concept of motivation
substituted administrative man for economic man
allocation of resources by internal firm decision making rather
than the market of classical economic theory
human beings have certain needs that they try to satisfy
administrative man
oral
phase of needs
Sigmund Freud
the environment that bounds the area of rationality of the
person making the decision
anal
genital
People and Organization
individuals were limited in their ability to grasp the present
and anticipate the future and these limits to rationality made
it difficult to achieve maximizing decisions
consult the group, discuss various alternatives in decision
case problem for training in human relations skill were growing in
use in industrial and business school education
status-system bond, placed people in a vertical hierarchy of authority and
deference with respect to direction
a communication system, accomplished the transmission of essential information
pooled thinking
cooperative problem solving
a contribution to the analysis of the interaction of the work system with the
social system in an effort to reduce the interpersonal friction
Henry Murray, 1938
bounded rationality
postulated 20 different needs that people attempt to satisfy
concept
good enough or satisficing decisions were the result
composite decision
determine behavior over some stretch of time
strategy
the product of stored knowledge and the problem solving by
recognition it permits
intuition, judgement and creativity are basically expressions
of capabilities for recognition and response based upon
experience and knowledge
Herbert A. Simon (1916-2001)
intuition
People at Work : The Macro View
Abraham H. Maslow
limited choices
authority
C. Barnard
inducement
hierarchy of needs
influenced by
communication
strategic factors
cumulative responsibility
humanistic psychology
human choices with respect to organizational inducements
new focus of motivational effort
Organization (with James March )
Mayo thesis
establishment of an effective and meaningful equilibrium between the
freedom of individuals and the necessity of the organization
environmental factors
Joseph N. Scanlon
union-management productivity plan
external system
The Human Group
work flow
bonuses for tangible savings in labor cost
suggestion plan and production committees that sought methods and
means to reduce labor costs
concepts
group reward
outside the group
element within the groups
management by competent, mentally healthy,
self-actualizing individuals
social aspects of the workplace and on the group
industry must promote collaboration and social solidarity
People and motivation
policies
job descriptions
eupsychian = moving toward psychological health
wrote Eupsychian Management
new tools for macro analysis
studying the distribution and allocation of
decision-making function
comprehend the influences of human behavior
internal system
activities
interactions
cooperation and collaboration were stressed over competition and
everyone benefited from the suggestions of any one individual
The Scanlon Plan
George C. Homans
Adamson Company
implementation
dimensions of group behavior
La Pointe Steel Company
sentiments, intangible elusive concept
group reward for suggestions
provide building block for further development in organization theory
Pareto
psychology should not limiting the field to the evil and
ugly but expanding our human understanding
Mary Parker Follett
L. J Henderson & Vilfredo Pareto
unique
influenced by
voluntaristic theory of social action
joint committees for discussion and proposing
laborsaving techniques
worker sharing in reduced costs not increased profit
wrote Incentive Management
concept
in group people were giving up freedom for security,
declining pride in wok, self-reliance, and other virtues
Max Weber
Chester Barnard
Vilfredo Pareto
intelligent selfishness or individual ambition
Talcott Parsons
influenced by
people were not primarily motivated by money, nor by
security but by recognition for their skill
concepts
Alfred Marshall
individuals are responsible for product quality and quantity of output
Emile Durkheim
individuals are responsible for product quality and quantity of output
self management/ empowerment is individual responsibility
James F. Lincoln
individual incentive plan
develop employees to their highest ability and then reward them with a
bonus for their contribution to the success of the company
goal
no stoppages
the plan
no labor turnover
result
higher individual productivity
rise in dividends per share
declining production prices
background
1776 : Adam Smith's warning of impact of division of labor
combine the jobs or two or more machine operators into one job
1944, job enlargement at International Business Machines Corporation
Changing assumption about people at work
higher product quality
less idle time for workers and machines
Job enlargement
result of job enlargement
enriched job by introducing variety and responsibility
relieve monotony
enhance skill level
increase the workers feeling of commitment to the total product
Walker and Guest
anonymity of assembly line workers
disabled to influence the quality of the work
decreased social interaction
job enlargement and job rotationas a new focus in studies of industrial behavior
power equalization thesis
worker participation would yield a greater commitment to organizational
goals and further individual and group satisfaction
design work arrangements to permit the involvement of subordinates in decision makings
flat organizational structure would maximize
administrative decentralization
James C. Worthy
improved subordinate attitudes
encourage individual responsibility and initiative
provide outlets for individual self-expression and creativity
landmark in management thought
apply human relations philosophy to organizations
considerable managerial freedom in decision making
bottom up management
William B. Given Jr.
delegation of responsibility and authority
free interchange of ideas at all levels
corollary acceptance of the fact that managers
grow by having the freedom to fail
concept
Participation in management
to release the thinking and encourage the initiative of
all those down from the bottom up
push from the top was occasionally needed
confine top-down management to setting policy, clarifying goals,
providing training programs for subordinate
participation plan
participation plan
The McCormick Multiple Management Plan
a model for developing junior executive board
used participation as a training and motivational method
Charles Mc. Cormick
opened communication channel for the junior managers
concept
involved them in decision making
advantage of the junior board
relieved senior board members of detailed
planning and research
provided for interlocking arrangement
between various departments to coordinate
realized the ideals of Follet's integration and Barnard's effectiveness and efficiency
Kurt Lewin
concept
rise of proparticipation and anti-authoritarian
The Authoritarian Personality
T.W. Adorno
relate personality structure to leadership,
followership, morals, prejudiced and politics
influenced by Nazism and facism
developed F-Scale (Fascist Scale)
instrument for analyzing leadership styles as well as followers'
preferences for leaders
empirical studies to determine what kinds of organizational structures and what principles
and methods of leadership resulted highest productivity, least absenteeism, lowest turnover,
greatest job satisfaction
Rensis Likert
identified 2 different leadership orientation
1. employee orientation
2. production orientation
superior productivity
greater group cohesiveness
Leadership : combining people and production
findings of Michigan studies
advantages of employee orientation style
higher morale
less worker anxiety
lower worker turnover
shifting from a close, production-oriented style to a looser, employee-centered, supportive style
situational approach to leadership
investigation of Ohio State University Bureau of Business Research
two dimensional view of leadership
an initiating structur dimension
a consideration dimension
Professors Ralph M. Stogdill and Caroll L. Shartle
formed the core of the research efforts in analyzing leaders and their interaction with the group
relying heavily on sociometric techniques, the researcher explored member's perceptions of
the organization, status, measures of group performance, characteristics of groups, and
effective leader behavior in various group situations
one dimension was a production oriented, initiating structure (task-oriented) axis
2 x 2 matrix of leader behavior
other dimension was an employee-oriented, consideration(interpersonal relations-oriented) axis
2 dimensions did not mutually exclusive
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