The Hawthorne Studies examined how changes in working conditions affected productivity. Elton Mayo conducted an experiment at Western Electric, varying factors like lighting and breaks. Productivity increased regardless of changes, likely due to the social effects of working in groups. The findings emphasized the importance of motivation, cooperation, and treating workers well for optimal productivity.
Here are some ideas a manager can implement to improve productivity based on lessons from the Hawthorne Studies:
- Improve communication and encourage cooperation between coworkers by facilitating team building activities. Having employees work as a collaborative team can boost morale and productivity.
- Involve employees in decision making by soliciting their feedback and suggestions. Giving workers some autonomy and control over their work will increase their motivation.
- Show care and concern for employees' well-being by providing perks like rest breaks, flexible schedules, and hot meals. Making small changes that improve workers' comfort and satisfaction at work can significantly increase output.
- Implement an incentive or reward system that ties compensation to productivity or performance targets. Providing motivation
The document outlines policies for AIESEC's exchange programmes. It defines key terms like exchange participants and opportunities. It describes the aim of exchanges as providing intercultural experiences and leadership development for participants. Member committees are responsible for developing contracts, reviewing applications, providing assistance and ensuring exchanges follow policies. Exchanges must provide professional or volunteer positions, not solely employment, and cannot be permanent placements.
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various workplace conditions on productivity. Led by Elton Mayo, the studies found that social and psychological factors strongly influenced worker behavior and output. Specifically, participation in decision-making, attention from managers, good social relationships among coworkers, and feeling valued on the job all increased productivity, regardless of physical working conditions. The experiments concluded that non-financial motivations are important for worker satisfaction and performance.
The Hawthorne experiments conducted between 1924-1932 at Western Electric Company in Chicago studied the impact of workplace conditions on worker productivity. The experiments included an illumination experiment which found that increased lighting did not increase productivity, and relay assembly test room studies which found that social factors like attention from managers and feeling of group belonging increased productivity more than changes in work hours. Interviews with workers also revealed that opportunities to freely discuss work-related issues positively impacted morale and productivity. The studies concluded that workers respond to the total work situation and are influenced by social and psychological factors both inside and outside the workplace.
This document discusses standards, satisfaction, and quality in customer experience management. It provides an overview of key concepts like what quality and satisfaction mean for customers. The document then outlines 15 steps for effective exchange operations that focus on the student experience. It emphasizes that quality means loyalty and discusses tools like customer centricity and Net Promoter Score for measuring customer satisfaction and loyalty. The conclusion emphasizes the importance of putting customers at the center and using data-driven decision making to continually improve the customer experience.
The key findings were:
- Workers' productivity increased not because of changes in physical working conditions like lighting but because they felt recognized and part of a group through regular contact with researchers.
- Informal work groups formed among employees and had great influence over individuals' job attitudes and behaviors.
- Social and psychological factors of a job were more important than technical factors in influencing worker productivity and satisfaction.
38
Induction about Standards and Satisfaction in Local Committee levelAnastasiia Isakii
This document discusses Standards and Satisfaction (SnS) at AIESEC. It defines SnS as meeting quality standards to deliver on the leadership development promise. The 16 Standards and Team Minimum provide criteria for exchange programs. Success is measured by Net Promoter Score (NPS) surveys. Local committees must implement the standards, respond to issues fast through "firefighting," and conduct regular reviews to improve NPS scores and satisfy customers. International policies like the Exchange Program Policies must also be followed to ensure quality worldwide.
The Hawthorne Studies examined how changes in working conditions affected employee productivity. Researchers found that productivity increased when workers were treated as a team and given short breaks, hot meals, and earlier dismissal times. The studies concluded that motivation, cooperation among coworkers, and involving employees in decision making can boost productivity.
Here are some ideas a manager can implement to improve productivity based on lessons from the Hawthorne Studies:
- Improve communication and encourage cooperation between coworkers by facilitating team building activities. Having employees work as a collaborative team can boost morale and productivity.
- Involve employees in decision making by soliciting their feedback and suggestions. Giving workers some autonomy and control over their work will increase their motivation.
- Show care and concern for employees' well-being by providing perks like rest breaks, flexible schedules, and hot meals. Making small changes that improve workers' comfort and satisfaction at work can significantly increase output.
- Implement an incentive or reward system that ties compensation to productivity or performance targets. Providing motivation
The document outlines policies for AIESEC's exchange programmes. It defines key terms like exchange participants and opportunities. It describes the aim of exchanges as providing intercultural experiences and leadership development for participants. Member committees are responsible for developing contracts, reviewing applications, providing assistance and ensuring exchanges follow policies. Exchanges must provide professional or volunteer positions, not solely employment, and cannot be permanent placements.
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various workplace conditions on productivity. Led by Elton Mayo, the studies found that social and psychological factors strongly influenced worker behavior and output. Specifically, participation in decision-making, attention from managers, good social relationships among coworkers, and feeling valued on the job all increased productivity, regardless of physical working conditions. The experiments concluded that non-financial motivations are important for worker satisfaction and performance.
The Hawthorne experiments conducted between 1924-1932 at Western Electric Company in Chicago studied the impact of workplace conditions on worker productivity. The experiments included an illumination experiment which found that increased lighting did not increase productivity, and relay assembly test room studies which found that social factors like attention from managers and feeling of group belonging increased productivity more than changes in work hours. Interviews with workers also revealed that opportunities to freely discuss work-related issues positively impacted morale and productivity. The studies concluded that workers respond to the total work situation and are influenced by social and psychological factors both inside and outside the workplace.
This document discusses standards, satisfaction, and quality in customer experience management. It provides an overview of key concepts like what quality and satisfaction mean for customers. The document then outlines 15 steps for effective exchange operations that focus on the student experience. It emphasizes that quality means loyalty and discusses tools like customer centricity and Net Promoter Score for measuring customer satisfaction and loyalty. The conclusion emphasizes the importance of putting customers at the center and using data-driven decision making to continually improve the customer experience.
The key findings were:
- Workers' productivity increased not because of changes in physical working conditions like lighting but because they felt recognized and part of a group through regular contact with researchers.
- Informal work groups formed among employees and had great influence over individuals' job attitudes and behaviors.
- Social and psychological factors of a job were more important than technical factors in influencing worker productivity and satisfaction.
38
Induction about Standards and Satisfaction in Local Committee levelAnastasiia Isakii
This document discusses Standards and Satisfaction (SnS) at AIESEC. It defines SnS as meeting quality standards to deliver on the leadership development promise. The 16 Standards and Team Minimum provide criteria for exchange programs. Success is measured by Net Promoter Score (NPS) surveys. Local committees must implement the standards, respond to issues fast through "firefighting," and conduct regular reviews to improve NPS scores and satisfy customers. International policies like the Exchange Program Policies must also be followed to ensure quality worldwide.
The Hawthorne Studies examined how changes in working conditions affected employee productivity. Researchers found that productivity increased when workers were treated as a team and given short breaks, hot meals, and earlier dismissal times. The studies concluded that motivation, cooperation among coworkers, and involving employees in decision making can boost productivity.
Early Advocates of Organisational Behaviour and hawthorne studies.pptxssuserb9efd7
The document summarizes key aspects of the early Hawthorne studies conducted in the 1920s-1930s. The studies explored how various job factors like lighting and break times impacted productivity. However, researchers found productivity increased not due to these factors but due to improved worker attitudes from feeling valued. Later studies examined group dynamics and found individual behavior was influenced by their work groups. The studies helped establish organizational behavior as a field and that understanding human social factors is important for management.
The hawthorne experiments-roethlisberger1941jcpham
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various factors on the productivity of workers at Western Electric's Hawthorne plant near Chicago. The experiments found that changes to lighting levels did not significantly impact productivity, but that social and psychological factors played a key role. One study of female relay assemblers found that productivity increased with the introduction of rest breaks, shorter hours, incentives and attention from researchers. The workers felt more satisfied and productive working in small groups where they could socialize. The experiments highlighted the importance of factors like workplace relationships, job satisfaction and group dynamics in motivating workers.
The document summarizes the Hawthorne Studies conducted in the 1920s-1930s at the Hawthorne plant of Western Electric Company in Chicago. The studies sought to understand how factors like lighting and work environment impacted productivity. However, the researchers found productivity was more influenced by workers' attitudes and social dynamics. Subsequent experiments explored the effects of variables like work hours, incentives and supervision methods on productivity and identified the importance of informal social groups among workers. The studies revealed non-physical factors have a greater influence on workers than was previously recognized.
The document discusses several classical management thinkers and concepts, including:
- Frederick Taylor's scientific management which aimed to increase efficiency through job analysis and worker training.
- Max Weber's bureaucracy which defined organizational structures with clear divisions of labor, authority, and standardized processes.
- Henri Fayol and Mary Parker Follett who analyzed managerial practices and advocated for considering workers' needs.
It then covers findings from the Hawthorne Studies which revealed the importance of social and psychological factors in work productivity. The studies showed output increased when workers felt recognized and part of a team.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Elton Mayo conducted the Hawthorne Studies which included several experiments. The Illumination Experiment showed that social factors, not just physical conditions, influence productivity. The Relay Assembly Experiment found that a democratic work environment increased output more than an authoritarian one. Interviews revealed that employees value being listened to about social issues. The Bank Wiring Experiment showed that social groups set their own output norms. In summary, Mayo concluded that social relationships and informal work norms are more influential than external factors or formal rules.
B.F. Skinner and Albert Bandura were influential theorists in learning psychology. Skinner developed the theory of operant conditioning which argues that behavior is shaped by its consequences. Bandura introduced social learning theory, which posits that people can learn through observing others. Both theories were demonstrated through classic experiments - Skinner's rat-in-a-box experiment and Bandura's Bobo doll study. While influential, the theories have limitations such as not accounting for all factors that influence behavior.
This document discusses organizational behavior and provides definitions, concepts, and theories related to OB. It defines OB as the study of how individuals and groups act within organizations and how organizations themselves act. It discusses key topics in OB like individual behavior, motivation, leadership, groups, and organizational structure. Important learning theories discussed include classical conditioning, operant conditioning, and observational learning. Perception, personality, attitudes and other individual factors are also covered as influencing organizational behavior.
The document discusses two behavioral theories: human relation theory and human behavior theory. It summarizes the key phases and findings of the Hawthorne experiments, which helped establish human relation theory. The experiments found that social and psychological factors, not just physical working conditions, influenced productivity. Human behavior theory is based on concepts from psychology and emphasizes that people have different needs and behaviors based on individual factors. Both theories view employees as social beings influenced by groups rather than just responding to financial incentives.
The document outlines key concepts in organizational behavior including:
1. The objectives of studying organizational behavior which are to define OB, discuss its historical perspective and multi-disciplinary nature, and why managers require OB knowledge.
2. A summary of the seminal Hawthorne Studies from the 1920s-30s which examined how various working conditions impacted productivity. The studies found that productivity increased regardless of changes, likely due to the social dynamics within the work group.
3. An overview of challenges and opportunities for applying OB concepts like responding to globalization, diversity, innovation, and improving customer service and ethics. Knowledge management, which involves acquiring, sharing and using knowledge, is also discussed.
This document provides an overview of managerial psychology and organizational behavior. It discusses the history and development of the fields, including early influences like scientific management theorists Taylor and Fayol. It outlines key concepts in organizational behavior like open systems theory and multidisciplinary approaches. The document also summarizes important studies in the development of the fields like the Hawthorne Studies from the 1920s-30s and how they highlighted the importance of social factors in workplace productivity.
The human relations movement stemmed from the Hawthorne Studies in the 1920s-1930s. The studies found that social and psychological factors strongly influence worker productivity and satisfaction. They determined that informal work groups and manager attention impact workers more than physical conditions alone. This led to new approaches focusing on human aspects of organizations and applying behavioral sciences to management. Theories like Maslow's hierarchy of needs and McGregor's Theory X/Y helped explain worker motivation. Pioneers like Follett and Mayo emphasized social processes, cooperation, and treating workers with dignity.
Organizational behavior (OB) is defined as the study and application of knowledge about how people, individuals, and groups act within organizations. The field has historical roots in scientific management and the Hawthorne studies from the 1920s-1930s. OB draws from multiple disciplines including psychology, social psychology, anthropology, and political science. Managers require knowledge of OB to understand and influence employee behavior, address challenges like globalization and diversity, and improve areas such as quality, innovation, and ethics.
This document provides tips for motivating students in the classroom. It discusses intrinsic and extrinsic motivation, noting that intrinsic motivation comes from within and involves desires like acceptance, curiosity, and independence, while extrinsic motivation involves external rewards like money or awards. The document then provides many specific tips teachers can use to motivate students, such as starting each day with a morning meeting, treating students with respect, setting clear expectations, incorporating student interests into lessons, recognizing student successes, and getting to know each student individually. The overall message is that teachers play an important role in motivating student learning.
The document discusses the key findings and conclusions of the Hawthorne Studies conducted in the 1920s-1930s. The studies found that output increased when workers were treated as a team and involved in changes to their work environment and conditions. This was attributed to improved social dynamics and motivation among workers. The studies concluded that work is a group activity and that social and psychological factors are important for productivity.
George Elton Mayo was a pioneering Australian psychologist and sociologist who conducted the famous Hawthorne Studies between 1924-1932. The studies sought to understand the impact of workplace conditions like lighting and breaks on productivity. However, Mayo discovered that social factors had a greater influence on workers than physical conditions alone. He found that informal work groups formed and greatly impacted motivation and output. Mayo concluded that managers must understand and address employees' social and psychological needs to optimize productivity. His research revolutionized understandings of human motivation and management practices. However, Mayo was also criticized for potentially overgeneralizing findings from small, isolated study groups.
The Hawthorne Studies conducted in the 1920s and 1930s at the Hawthorne Works of Western Electric found that increased productivity resulted from workers being observed, not from changes in physical working conditions. Multiple experiments tested factors like lighting, breaks, and payment incentives, but productivity rose regardless, suggesting the influence of the social environment. The studies demonstrated that human relations and morale in the workplace are important for motivation and output.
Neuroplasticity and the Science of Habit Formation, Case Study ZenFriend.comRemo Uherek
This document discusses tapping into neuroplasticity and habit change through meditation. It provides an overview of neuroplasticity and how habits are formed through cues, routines, and rewards. Meditation is presented as a way to change habits by utilizing neuroplasticity. Research on meditation is summarized that shows it can increase focus, attention, and positively impact brain activity and structure. Microhabits and small wins are presented as effective strategies for habit change supported by meditation.
The Hawthorne studies conducted in the 1920s and 1930s at Western Electric's Hawthorne plant studied the impact of various working conditions on productivity. The studies found that changes in lighting, rest breaks, and other job factors initially increased productivity not because of the changes themselves but because of the social dynamics of the workers being studied and interviewed. The researchers concluded that human social factors within organizations are important for understanding worker behavior and motivation.
The Hawthorne experiments from 1924-1932 studied how worker productivity was affected by changes in physical work conditions like lighting and break times. Researchers found that productivity increased regardless of the changes, due to the psychological effect of workers feeling valued by being observed. The experiments highlighted the importance of social and emotional factors in the workplace over physical ones alone, and helped establish the field of human relations in management.
This document provides an overview of values and ethics in business organizations. It discusses how values are the basis for ethics and influence behavior. Key terms like ethics, values, and corporate social responsibility are defined. Examples of values statements from various companies like ITC, Tata Steel, SAIL, and Infosys are presented, demonstrating a focus on concepts like trusteeship, customer focus, integrity, excellence, and social responsibility. The importance of ethics for business success and having a positive impact on reputation, employees, and customers is explained. Finally, the document discusses individual values systems, educating organizations on ethics, and learning from leaders like Vivekananda and Gandhi.
International trade theory seeks to explain why trade occurs between countries. Classical trade theories such as absolute advantage and comparative advantage argue that countries should specialize in producing goods where they have a lower opportunity cost and trade for other goods. New trade theories recognize factors like increasing returns to scale, first-mover advantages, and government intervention can influence trade patterns. National competitive advantage theories examine domestic conditions within a country that influence industries' success on the global stage.
Early Advocates of Organisational Behaviour and hawthorne studies.pptxssuserb9efd7
The document summarizes key aspects of the early Hawthorne studies conducted in the 1920s-1930s. The studies explored how various job factors like lighting and break times impacted productivity. However, researchers found productivity increased not due to these factors but due to improved worker attitudes from feeling valued. Later studies examined group dynamics and found individual behavior was influenced by their work groups. The studies helped establish organizational behavior as a field and that understanding human social factors is important for management.
The hawthorne experiments-roethlisberger1941jcpham
The Hawthorne experiments conducted in the 1920s and 1930s studied the effects of various factors on the productivity of workers at Western Electric's Hawthorne plant near Chicago. The experiments found that changes to lighting levels did not significantly impact productivity, but that social and psychological factors played a key role. One study of female relay assemblers found that productivity increased with the introduction of rest breaks, shorter hours, incentives and attention from researchers. The workers felt more satisfied and productive working in small groups where they could socialize. The experiments highlighted the importance of factors like workplace relationships, job satisfaction and group dynamics in motivating workers.
The document summarizes the Hawthorne Studies conducted in the 1920s-1930s at the Hawthorne plant of Western Electric Company in Chicago. The studies sought to understand how factors like lighting and work environment impacted productivity. However, the researchers found productivity was more influenced by workers' attitudes and social dynamics. Subsequent experiments explored the effects of variables like work hours, incentives and supervision methods on productivity and identified the importance of informal social groups among workers. The studies revealed non-physical factors have a greater influence on workers than was previously recognized.
The document discusses several classical management thinkers and concepts, including:
- Frederick Taylor's scientific management which aimed to increase efficiency through job analysis and worker training.
- Max Weber's bureaucracy which defined organizational structures with clear divisions of labor, authority, and standardized processes.
- Henri Fayol and Mary Parker Follett who analyzed managerial practices and advocated for considering workers' needs.
It then covers findings from the Hawthorne Studies which revealed the importance of social and psychological factors in work productivity. The studies showed output increased when workers felt recognized and part of a team.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Elton Mayo conducted the Hawthorne Studies which included several experiments. The Illumination Experiment showed that social factors, not just physical conditions, influence productivity. The Relay Assembly Experiment found that a democratic work environment increased output more than an authoritarian one. Interviews revealed that employees value being listened to about social issues. The Bank Wiring Experiment showed that social groups set their own output norms. In summary, Mayo concluded that social relationships and informal work norms are more influential than external factors or formal rules.
B.F. Skinner and Albert Bandura were influential theorists in learning psychology. Skinner developed the theory of operant conditioning which argues that behavior is shaped by its consequences. Bandura introduced social learning theory, which posits that people can learn through observing others. Both theories were demonstrated through classic experiments - Skinner's rat-in-a-box experiment and Bandura's Bobo doll study. While influential, the theories have limitations such as not accounting for all factors that influence behavior.
This document discusses organizational behavior and provides definitions, concepts, and theories related to OB. It defines OB as the study of how individuals and groups act within organizations and how organizations themselves act. It discusses key topics in OB like individual behavior, motivation, leadership, groups, and organizational structure. Important learning theories discussed include classical conditioning, operant conditioning, and observational learning. Perception, personality, attitudes and other individual factors are also covered as influencing organizational behavior.
The document discusses two behavioral theories: human relation theory and human behavior theory. It summarizes the key phases and findings of the Hawthorne experiments, which helped establish human relation theory. The experiments found that social and psychological factors, not just physical working conditions, influenced productivity. Human behavior theory is based on concepts from psychology and emphasizes that people have different needs and behaviors based on individual factors. Both theories view employees as social beings influenced by groups rather than just responding to financial incentives.
The document outlines key concepts in organizational behavior including:
1. The objectives of studying organizational behavior which are to define OB, discuss its historical perspective and multi-disciplinary nature, and why managers require OB knowledge.
2. A summary of the seminal Hawthorne Studies from the 1920s-30s which examined how various working conditions impacted productivity. The studies found that productivity increased regardless of changes, likely due to the social dynamics within the work group.
3. An overview of challenges and opportunities for applying OB concepts like responding to globalization, diversity, innovation, and improving customer service and ethics. Knowledge management, which involves acquiring, sharing and using knowledge, is also discussed.
This document provides an overview of managerial psychology and organizational behavior. It discusses the history and development of the fields, including early influences like scientific management theorists Taylor and Fayol. It outlines key concepts in organizational behavior like open systems theory and multidisciplinary approaches. The document also summarizes important studies in the development of the fields like the Hawthorne Studies from the 1920s-30s and how they highlighted the importance of social factors in workplace productivity.
The human relations movement stemmed from the Hawthorne Studies in the 1920s-1930s. The studies found that social and psychological factors strongly influence worker productivity and satisfaction. They determined that informal work groups and manager attention impact workers more than physical conditions alone. This led to new approaches focusing on human aspects of organizations and applying behavioral sciences to management. Theories like Maslow's hierarchy of needs and McGregor's Theory X/Y helped explain worker motivation. Pioneers like Follett and Mayo emphasized social processes, cooperation, and treating workers with dignity.
Organizational behavior (OB) is defined as the study and application of knowledge about how people, individuals, and groups act within organizations. The field has historical roots in scientific management and the Hawthorne studies from the 1920s-1930s. OB draws from multiple disciplines including psychology, social psychology, anthropology, and political science. Managers require knowledge of OB to understand and influence employee behavior, address challenges like globalization and diversity, and improve areas such as quality, innovation, and ethics.
This document provides tips for motivating students in the classroom. It discusses intrinsic and extrinsic motivation, noting that intrinsic motivation comes from within and involves desires like acceptance, curiosity, and independence, while extrinsic motivation involves external rewards like money or awards. The document then provides many specific tips teachers can use to motivate students, such as starting each day with a morning meeting, treating students with respect, setting clear expectations, incorporating student interests into lessons, recognizing student successes, and getting to know each student individually. The overall message is that teachers play an important role in motivating student learning.
The document discusses the key findings and conclusions of the Hawthorne Studies conducted in the 1920s-1930s. The studies found that output increased when workers were treated as a team and involved in changes to their work environment and conditions. This was attributed to improved social dynamics and motivation among workers. The studies concluded that work is a group activity and that social and psychological factors are important for productivity.
George Elton Mayo was a pioneering Australian psychologist and sociologist who conducted the famous Hawthorne Studies between 1924-1932. The studies sought to understand the impact of workplace conditions like lighting and breaks on productivity. However, Mayo discovered that social factors had a greater influence on workers than physical conditions alone. He found that informal work groups formed and greatly impacted motivation and output. Mayo concluded that managers must understand and address employees' social and psychological needs to optimize productivity. His research revolutionized understandings of human motivation and management practices. However, Mayo was also criticized for potentially overgeneralizing findings from small, isolated study groups.
The Hawthorne Studies conducted in the 1920s and 1930s at the Hawthorne Works of Western Electric found that increased productivity resulted from workers being observed, not from changes in physical working conditions. Multiple experiments tested factors like lighting, breaks, and payment incentives, but productivity rose regardless, suggesting the influence of the social environment. The studies demonstrated that human relations and morale in the workplace are important for motivation and output.
Neuroplasticity and the Science of Habit Formation, Case Study ZenFriend.comRemo Uherek
This document discusses tapping into neuroplasticity and habit change through meditation. It provides an overview of neuroplasticity and how habits are formed through cues, routines, and rewards. Meditation is presented as a way to change habits by utilizing neuroplasticity. Research on meditation is summarized that shows it can increase focus, attention, and positively impact brain activity and structure. Microhabits and small wins are presented as effective strategies for habit change supported by meditation.
The Hawthorne studies conducted in the 1920s and 1930s at Western Electric's Hawthorne plant studied the impact of various working conditions on productivity. The studies found that changes in lighting, rest breaks, and other job factors initially increased productivity not because of the changes themselves but because of the social dynamics of the workers being studied and interviewed. The researchers concluded that human social factors within organizations are important for understanding worker behavior and motivation.
The Hawthorne experiments from 1924-1932 studied how worker productivity was affected by changes in physical work conditions like lighting and break times. Researchers found that productivity increased regardless of the changes, due to the psychological effect of workers feeling valued by being observed. The experiments highlighted the importance of social and emotional factors in the workplace over physical ones alone, and helped establish the field of human relations in management.
This document provides an overview of values and ethics in business organizations. It discusses how values are the basis for ethics and influence behavior. Key terms like ethics, values, and corporate social responsibility are defined. Examples of values statements from various companies like ITC, Tata Steel, SAIL, and Infosys are presented, demonstrating a focus on concepts like trusteeship, customer focus, integrity, excellence, and social responsibility. The importance of ethics for business success and having a positive impact on reputation, employees, and customers is explained. Finally, the document discusses individual values systems, educating organizations on ethics, and learning from leaders like Vivekananda and Gandhi.
International trade theory seeks to explain why trade occurs between countries. Classical trade theories such as absolute advantage and comparative advantage argue that countries should specialize in producing goods where they have a lower opportunity cost and trade for other goods. New trade theories recognize factors like increasing returns to scale, first-mover advantages, and government intervention can influence trade patterns. National competitive advantage theories examine domestic conditions within a country that influence industries' success on the global stage.
A multinational corporation (MNC) is an enterprise that manages production or delivers services in multiple countries. To be classified as an MNC, a company typically has subsidiaries in foreign countries, operates in many places globally, derives a high proportion of its assets or revenues internationally, and has stakeholders from different home nations. MNCs can have horizontal, vertical, or diversified structures and organize their foreign operations through subsidiaries, joint ventures, franchises, or turnkey projects. While MNCs bring benefits like technology transfer and jobs to host countries, they also face challenges such as potential monopoly power and lack of cultural understanding. Many leading MNCs operate in India due to its large market size, low costs
This document provides information about quality procedures at Aavin, a milk production company in India. It lists the names of quality team members and the products produced, including milk, butter, ghee, powdered milk, packaged milk drinks and juices, and snacks. It states Aavin's quality policy is to supply high quality and safe milk products to satisfy customers. It notes that Aavin has received ISO 9001 certification and significant investments are needed in procurement, equipment, refrigeration, and training to improve quality. It also lists awards received and government support provided. The document outlines the overall milk processing and provides details on reception, processing, cleaning, packing, sampling tests, and dairy accounts.
The Tata Group is an Indian multinational conglomerate founded in 1868 with headquarters in Mumbai. It was founded by Jamsetji Tata and includes companies in various business sectors like communications, engineering, materials, services, energy, consumer products, and chemicals. Some major Tata companies include Tata Steel, Tata Consultancy Services, Tata Motors, Tata Global Beverages, Tata Chemicals, and Tata Communications. The Tata Group has expanded globally over the years and its companies employ over 450,000 people worldwide, with 58% of its revenue coming from outside India. It has made several major contributions to India such as establishing the Indian Institute of Science and producing the Tata Nano,
Dhirubhai Ambani founded Reliance Commercial Corporation in 1958 which later became Reliance Industries. He established the first textile mill in 1966 under the brand name "VIMAL". Reliance went public in 1977 and saw huge investor interest. It diversified into chemicals, petrochemicals, plastics, power and telecom. After Dhirubhai's death in 2002, the business empire was split between his sons Mukesh and Anil. Reliance Industries Limited, headed by Mukesh Ambani, is now one of India's largest companies involved in oil & gas, petrochemicals, textiles and retail.
The document discusses different types of maintenance procedures. It defines maintenance as actions intended to retain or restore an item to perform its required function. Maintenance objectives include reducing breakdowns, optimizing resource utilization, and improving equipment lifespan. The different types of maintenance procedures covered are breakdown maintenance, preventive maintenance, corrective maintenance, design-out maintenance, opportunity maintenance, condition-based predictive maintenance, reliability centered maintenance, and total productive maintenance. The document provides advantages and examples for several of the maintenance types.
This document discusses ethics in retailing. It defines ethics as explicit or implicit codes of moral behavior for retailers. It discusses issues like misuse of company assets, confidentiality, and employee theft. It also outlines various legal and ethical constraints retailers must consider, such as federal and state laws regarding pricing, promotions, products, and human resources. Overall, the document provides an overview of key ethical and legal issues retailers face.
This summary provides an overview of Chapter 9 which discusses cooperative strategies between firms. The chapter describes different types of strategic alliances such as joint ventures, equity alliances, and non-equity alliances. It also categorizes alliances as complementary, competition reducing, competition responding, or uncertainty reducing. Additionally, the chapter outlines reasons for alliances based on market type and risks associated with international and network alliances if strategic intent is misunderstood or contracts are inadequate.
This document provides an overview of relationship marketing and customer relationship management (CRM). It discusses the meaning and scope of relationship marketing, including its focus on building internal and external relationships with key stakeholders. It also outlines the evolution of relationship marketing approaches over time from direct mail to loyalty marketing. The document then covers characteristics of relationship marketing like being a business strategy, involving two-way relationships, and being customized. It also discusses types of customer relationships, fundamental CRM concepts, and strategies for planning and implementing relationship marketing and CRM programs.
This document discusses entrepreneurship and entrepreneurs. It begins by listing common myths about entrepreneurship. It then provides definitions of entrepreneurship from Harvard and Peter Drucker. An entrepreneur is defined as someone who creates opportunities regardless of resources and exploits change. The document outlines characteristics of successful entrepreneurs such as risk-taking, innovation, ethics and vision. It discusses factors that influence entrepreneurship like personality, technology, economic conditions and socio-cultural factors. Finally, it classifies entrepreneurs by type of business and innovativeness.
International trade theory seeks to explain why trade occurs between countries. Classical trade theories such as absolute advantage and comparative advantage argue that countries should specialize in producing goods where they have a lower opportunity cost and trade for other goods. New trade theories recognize factors like increasing returns to scale, first-mover advantages, and government intervention can influence patterns of trade beyond just comparative costs. National competitive advantage theories examine domestic conditions within a country that influence its industries' success in international markets.
A multinational corporation (MNC) is an enterprise that manages production or delivers services in multiple countries. To be classified as an MNC, a company typically has subsidiaries in foreign countries, operates in many places globally, derives a high proportion of its assets or revenues internationally, and has stakeholders from different home nations. MNCs can have horizontal, vertical, or diversified structures and organize their foreign operations through subsidiaries, joint ventures, franchises, or turnkey projects. While MNCs bring benefits like technology transfer and jobs to host countries, they also face challenges such as potential monopoly power and lack of cultural understanding. Many leading MNCs operate in India due to its large market size, low costs
This document provides an overview of values and ethics in business contexts. It discusses how values influence ethics and defines ethics as moral principles that govern behavior. It then examines ethics in organizations, highlighting key terms. The rest of the document outlines the core values of various companies like ITC, Tata Steel, SAIL, Maruti Udyog, and others. It also discusses concepts like corporate social responsibility and how educating organizations and individuals on ethics is important.
This document discusses packaging and types of bubbles, including glitter, fragrance, colors, and quantity packaging options. It also mentions including free gifts with purchases and branding the product with a name and logo on the packaging.
The document discusses plans for developing a new cafe brand called Converse Cafe. It includes choosing the Converse brand name and logo, developing a tagline and pricing strategy, promotion plans using various media, locations targeting malls and sea shores, unique amenities and services, demographic and psychographic segmentation, targeting youth, workers, and families, and positioning the cafe as a high-class unique experience different from others using its core strengths.
The document summarizes the history and development of Indian Railways from its inception in 1853 to modern times. Some key points:
- The first train journey in India was on April 26, 1853 from Bombay to Thane, covering 22 miles.
- At independence in 1947, India had 42 rail systems which were later nationalized into one unit.
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Hawthorne
1. Hawthorne StudiesHawthorne Studies
Elton Mayo’s Study on EmployeeElton Mayo’s Study on Employee
Motivation and Work ProductivityMotivation and Work Productivity
Developed by: Melissa MackayDeveloped by: Melissa Mackay
Boise State UniversityBoise State University
2. What Will Be CoveredWhat Will Be Covered
• Definition of the Hawthorne StudiesDefinition of the Hawthorne Studies
• Experiment that Mayo conductedExperiment that Mayo conducted
• ResultsResults
• ConclusionsConclusions
• Brainstorming: How this can be used inBrainstorming: How this can be used in
organizationsorganizations
3. What Will Be CoveredWhat Will Be Covered
Cont.Cont.
• Nuts and Bolts: Explanation of topicNuts and Bolts: Explanation of topic
• How it works in the fieldHow it works in the field
• Real World ExampleReal World Example
• SummarySummary
• ReferencesReferences
4. Definition of HawthorneDefinition of Hawthorne
StudiesStudies
• ““The Hawthorne Studies wereThe Hawthorne Studies were
conducted from 1927-1932 at theconducted from 1927-1932 at the
Western Electric HawthorneWestern Electric Hawthorne
Works in Chicago, where HarvardWorks in Chicago, where Harvard
Business School Professor EltonBusiness School Professor Elton
Mayo examined productivity andMayo examined productivity and
work conditions.”work conditions.”
5. http://www.accel-team.com/motivation/hawt
Definition of HawthorneDefinition of Hawthorne
Studies Cont.Studies Cont.
• ““Mayo wanted to find out what effectMayo wanted to find out what effect
fatigue and monotony had on jobfatigue and monotony had on job
productivity and how to control themproductivity and how to control them
through such variables as restthrough such variables as rest
breaks, work hours, temperaturesbreaks, work hours, temperatures
and humidity.”and humidity.”
6. Mayo’s ExperimentMayo’s Experiment
• Five women assembled telephone relays, oneFive women assembled telephone relays, one
supplied the parts.supplied the parts.
• Made frequent changes in working conditions withMade frequent changes in working conditions with
their consent.their consent.
• Records were kept of relays made, temperature andRecords were kept of relays made, temperature and
humidity of rooms, medical and personal histories,humidity of rooms, medical and personal histories,
eating and sleeping habits, and bits of conversationeating and sleeping habits, and bits of conversation
on the job.on the job.
• No one supervised the girls.No one supervised the girls.
• They were told to work as they felt and at aThey were told to work as they felt and at a
comfortable pace.comfortable pace.
7. Mayo’s ExperimentMayo’s Experiment
Cont.Cont.
• Productive capacity was measured by recording theProductive capacity was measured by recording the
girls’ output for two weeks before the study began.girls’ output for two weeks before the study began.
• First five weeks, no changes were made.First five weeks, no changes were made.
• Third stage, a pay system was ensured allowing theThird stage, a pay system was ensured allowing the
girls’ to earn in proportion to their efforts.girls’ to earn in proportion to their efforts.
• Eight weeks later, two five-minute rest pauses wereEight weeks later, two five-minute rest pauses were
added.added.
8. Mayo’s ExperimentMayo’s Experiment
Cont.Cont.
• Eighth phase, workday ended a half-day early.Eighth phase, workday ended a half-day early.
• Ninth phase, the girls finished an hour earlier thanNinth phase, the girls finished an hour earlier than
usual.usual.
• Five-day week introduced.Five-day week introduced.
• Girls went back to no breaks, lunches and a fullGirls went back to no breaks, lunches and a full
work week, output declined for those twelve weeks.work week, output declined for those twelve weeks.
9. ResultsResults
• Researchers found that output ratesResearchers found that output rates
weren’t directly related to the physicalweren’t directly related to the physical
conditions of the work.conditions of the work.
• Output went up when:Output went up when:
– They were put on piece-work for eight weeks.They were put on piece-work for eight weeks.
– Two five minute rest pauses were introduced forTwo five minute rest pauses were introduced for
five weeks.five weeks.
– Rest pauses were lengthened to ten minutes.Rest pauses were lengthened to ten minutes.
– A hot meal was supplied during first pause.A hot meal was supplied during first pause.
– They were dismissed at 4:30 p.m. instead of 5:00They were dismissed at 4:30 p.m. instead of 5:00
p.m.p.m.
10. http://courses.bus.ualberta.ca/orga417-reshef
Results Cont.Results Cont.
• Output slightly fell when six five minute pausesOutput slightly fell when six five minute pauses
were added.were added.
• It remained the same when they were dismissed atIt remained the same when they were dismissed at
4:00 p.m. instead of 4:30 p.m.4:00 p.m. instead of 4:30 p.m.
• Mayo believes “what actually happened was thatMayo believes “what actually happened was that
six individuals became a team and the team gavesix individuals became a team and the team gave
itself wholeheartedly and spontaneously toitself wholeheartedly and spontaneously to
cooperation in the experiment. The consequencecooperation in the experiment. The consequence
was that they felt themselves to be participatingwas that they felt themselves to be participating
freely and without afterthought, and were happy infreely and without afterthought, and were happy in
the knowledge that they were working withoutthe knowledge that they were working without
coercion from above or limitations from below.”coercion from above or limitations from below.”
11. ConclusionsConclusions
• Work is a group activity.Work is a group activity.
• Social world for an adult is primarily patternedSocial world for an adult is primarily patterned
about work.about work.
• Need for recognition, security and sense ofNeed for recognition, security and sense of
belonging.belonging.
• Complaints, commonly a symptom manifestingComplaints, commonly a symptom manifesting
disturbance of an individual’s status position.disturbance of an individual’s status position.
12. Conclusions Cont.Conclusions Cont.
• Attitudes and effectiveness are conditioned byAttitudes and effectiveness are conditioned by
social demands.social demands.
• Informal groups at work are strong social controlsInformal groups at work are strong social controls
over the work habits and attitudes of a worker.over the work habits and attitudes of a worker.
• Change from established society to adaptiveChange from established society to adaptive
society.society.
• Group collaboration.Group collaboration.
13. Brainstorming: How this canBrainstorming: How this can
be used in organizationsbe used in organizations
• Cooperation and communicationCooperation and communication
with coworkers.with coworkers.
• Rearrange/reorganize jobRearrange/reorganize job
functions.functions.
• Create an atmosphere ofCreate an atmosphere of
working as a team.working as a team.
14. Nuts and Bolts:Nuts and Bolts:
Explanation of TopicExplanation of Topic
• InterviewingInterviewing
– Provide insight to workers moral,Provide insight to workers moral,
their likes and dislikes and howtheir likes and dislikes and how
they felt about their bosses.they felt about their bosses.
15. Nuts and Bolts:Nuts and Bolts:
Explanation of Topic Cont.Explanation of Topic Cont.
• Role of SupervisorRole of Supervisor
– Retained the responsibility ofRetained the responsibility of
making sure that their workersmaking sure that their workers
reached production levels, shouldreached production levels, should
lead their workers.lead their workers.
16. Nuts and Bolts:Nuts and Bolts:
Explanation of Topic Cont.Explanation of Topic Cont.
• ManagementManagement
– Need to gain active support andNeed to gain active support and
participation from workers, whileparticipation from workers, while
maintaining managerial control.maintaining managerial control.
– Be patient with workers, listen toBe patient with workers, listen to
them, and avoid creating emotionalthem, and avoid creating emotional
upsets.upsets.
17. http://couses.bus.ualberta.ca/orga417-reshef/
Nuts and Bolts:Nuts and Bolts:
Explanation of Topic Cont.Explanation of Topic Cont.
• TeamworkTeamwork
– Cooperation, communication, senseCooperation, communication, sense
of belonging.of belonging.
– ““Man’s desire to be continuouslyMan’s desire to be continuously
associated in work with his fellows isassociated in work with his fellows is
a strong, if not the strongest, humana strong, if not the strongest, human
characteristic. Any disregard of it bycharacteristic. Any disregard of it by
management or any ill-advisedmanagement or any ill-advised
attempt to defeat this human impulseattempt to defeat this human impulse
leads instantly to some form of defeatleads instantly to some form of defeat
for management itself.”for management itself.”
18. How it Works in theHow it Works in the
FieldField
• Aspects of Hawthorne StudiesAspects of Hawthorne Studies
– WorkersWorkers
– ManagementManagement
– MotivationMotivation
– ProductivityProductivity
19. How it Works in theHow it Works in the
Field Cont.Field Cont.
• WorkersWorkers
– Insights, suggestions, likes andInsights, suggestions, likes and
dislikes, moral, training.dislikes, moral, training.
• ManagementManagement
– Transfer of power to workers,Transfer of power to workers,
knowing their workers.knowing their workers.
20. How it Works in theHow it Works in the
Field Cont.Field Cont.
• MotivationMotivation
– Incentives to increase productivityIncentives to increase productivity
and quality.and quality.
• ProductivityProductivity
– By increasing the output rate andBy increasing the output rate and
keeping costs down, the companykeeping costs down, the company
will be able to increase profits.will be able to increase profits.
21. Real World ExampleReal World Example
• Swedish CaseSwedish Case
– Pay system didn’t fit the structurePay system didn’t fit the structure
of jobs and organization.of jobs and organization.
– Two years later an incentiveTwo years later an incentive
system was added, productivitysystem was added, productivity
went up 45%.went up 45%.
22. Real World ExampleReal World Example
Cont.Cont.
• Swedish CaseSwedish Case
– New incentive system providedNew incentive system provided
motivation through tyingmotivation through tying
cooperation and teamwork.cooperation and teamwork.
23. ExerciseExercise
• Brainstorm ideas that can motivateBrainstorm ideas that can motivate
employees to increase productivityemployees to increase productivity
and find ways to implement them.and find ways to implement them.
• Think of more efficient ways in whichThink of more efficient ways in which
a process can be completed and whoa process can be completed and who
you might go to in order to find thisyou might go to in order to find this
out.out.
24. SummarySummary
• Hawthorne Studies dealing withHawthorne Studies dealing with
worker motivation and workworker motivation and work
productivity.productivity.
• Increase communication andIncrease communication and
cooperation among coworkers.cooperation among coworkers.
25. Summary Cont.Summary Cont.
• Motivation can cause an increase inMotivation can cause an increase in
productivityproductivity
• Involve employees in decision making.Involve employees in decision making.
• Create a sense of belonging by creatingCreate a sense of belonging by creating
teams.teams.
26. ReferencesReferences
• ““Man and Work in Society.” Edited byMan and Work in Society.” Edited by
Eugene Louis Cass and Frederick G.Eugene Louis Cass and Frederick G.
Zimmer. 1975. New York: Van NostrandZimmer. 1975. New York: Van Nostrand
Reinhold Company.Reinhold Company.
• ““Manufacturing Knowledge, A History ofManufacturing Knowledge, A History of
the Hawthorne Experiments.” Richardthe Hawthorne Experiments.” Richard
Gillespie. 1952. New York: Press SyndicateGillespie. 1952. New York: Press Syndicate
of the University of Cambridge.of the University of Cambridge.
• http://courses.bus.ualberta.ca/orga417-reshef/mhttp://courses.bus.ualberta.ca/orga417-reshef/m
• http://www.accel-team.com/motivation/hawthohttp://www.accel-team.com/motivation/hawtho
Editor's Notes
The studies grew out of preliminary experiments at the plant from 1924-1927 on the effect of light and productivity. Those experiments showed no clear connection between productivity and the amount of illumination but researchers began to wonder what kind of changes would influence output.
Telephone relays - a small mechanism of about forty parts which had to be assembled and dropped in a chute when completed. Changes made were temperature and humidity of the rooms, hours worked in a week and in a day, the number of breaks they received, and when they ate their lunch.
By adding a pay system this centralized the girls’ financial interest on the study. The two added rest pauses were at 10 a.m. and 2 p.m. They then were given a light lunch in the pauses.
which ran through the summer of 1928. Introduction of five day week lasted through the summer of 1928.
As the girls went from one phase to the next, output rate increased. At a forty eight hour week, the girls produced 2,400 relays a week each.
The girls complained that the six five minutes pauses interrupted their work rhythm. Once they were put back to normal working hours and everything, the highest output was recorded, averaging 3000 relays a week.
The need for recognition, security and sense of belonging is more important in determining workers’ morale and productivity than physical conditions of the work place.
Changing from an established society in the home to an adaptive society in the work plant resulting from the use of new techniques tends to disrupt the social organization of a work plant and industry. Group collaboration must be planned and developed. If it is achieved the human relations within a work plant may reach a cohesion which resists the disrupting effects of adaptive society.
Workers have a strong need for cooperation and communication with coworkers, by first recognizing this, the organization can then brainstorm ideas in order to rearrange/reorganize the job functions in such a way that workers feel that they are working with a team.
Interviewing was due to the development of two things; the need for closer attention to employee-supervisor relations and the training of supervisors.
By redefining the role of the supervisors, researchers felt that it would increase employee moral and hence production. By training supervisors the goal is to transform the relationships of power and subordination.
By gaining the support and participation of workers, then management won’t have to worry so much about their workforce becoming unionized and slowing down production. With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
With implementing teamwork, it allows better communication and cooperation. Workers are able to have a sense of feeling that they are achieving something as a whole and are able to put in their insights into the project.
In trying to implement the aspects of the Hawthorne Studies, the relationship between workers and management has to be looked at. Once this is done, then ways to motivate the employees can be brought into play. If there is motivation then productivity should increase.
Workers are the ones who are actually performing the jobs, therefore they may have some very good insights in which to improve the quality and rate of production of the product. Once management entrusts their workers with some power to make decisions, then workers feel they are helping the process more. When managers know their employees, then it should be easier to create some motivation.
Different motivations can involve an increase in pay, benefits, rewards, or even recognition of a job well done. If motivation can be achieved then productivity can increase, allowing the company to make a better profit, which they can then share with the employees, allowing them to see what their efforts have accomplished.
A piecework system was discarded for an hourly wage. The result was a failure, performance went down and turnover went up. Financial incentive to perform well was gone, as well as the positive effect which the system had on scheduling. With the new incentive, not only did productivity increase, but turnover dropped to a lower level than before the piece rate plan was dropped.
The cooperation and teamwork was needed to make the new approach to job and organization design work effectively.
In order to be able to come up with incentives that will motivate employees to increase productivity, first the managers need to know what the employees would like. Some employees could be motivated by more money, trips, vacation, or more benefits. On the other hand, some employees may just want to be recognized that they are doing a job well done. This can be accomplished by rewards or recognition dinners, etc. To find out more efficient ways to complete a product, usually the employees doing the production are most knowledgeable in finding more efficient ways in production. Depending on the kind of production that is set up, in some instances decreasing space, lag time, and increasing communication and cooperation among employees can make things more efficient.
The Hawthorne Studies involved many aspects of an organization. Elton Mayo concentrated on the human relations aspect of a work environment. Through studies such as the Relay Assembly Test and others he came to the conclusion that by increasing communication and cooperation among coworkers it will increase the productivity level.
With feeling like they are working towards something, such as an incentive or feeling like they are part of a team can increase one’s level of output. By allowing workers to be involved in making decisions they will feel that they are part of the production process and not just a tool. When they feel that they have done a job well done, they will be satisfied and want to achieve that feeling of accomplishment once again.