The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
This document provides an overview of key concepts in human relations and organizational behavior. Some of the main points covered include:
- The Hawthorne Studies which found that social and psychological factors significantly impact worker productivity. Proper communication and involvement in decision-making can improve employee motivation and performance.
- Maslow's Hierarchy of Needs which proposes that lower level physiological and safety needs must be met before higher level social, esteem, and self-actualization needs can motivate behavior.
- McGregor's Theory X and Theory Y which describe differing assumptions about human motivation and the appropriate management styles. Theory Y assumes employees are self-motivated and prefer greater responsibility.
- Additional topics discussed include
This document summarizes key concepts in human relations and organizational behavior. It discusses how human relations aim to help people work effectively together through good communication and relationships. It covers the Hawthorne Studies from the 1920s-30s that showed social and psychological factors strongly influence productivity. Abraham Maslow's hierarchy of needs is explained, showing how lower needs must be met before higher needs motivate. McGregor's Theory X and Theory Y are introduced, contrasting authoritarian vs. participative management assumptions.
This document provides an overview of organizational behavior including its objectives, outcomes, major contributing disciplines, and evolution. The objectives are to understand individual and group behavior, apply OB knowledge to business, and develop better workplace relationships. Regarding evolution, the document discusses the classical approach focusing on efficiency, the neo-classical approach emphasizing human relations, and the modern approach combining classical and social science concepts. Major disciplines influencing OB include psychology, sociology, social psychology, anthropology, and political science.
The Evolution Of Management Theory.pptxSHAWNTAKAONA
Management theories have evolved over time from classical approaches focusing on structure and authority to more modern approaches considering people and external environments. Early theories included scientific management, bureaucratic management, and human relations approaches. Contemporary theories view organizations as open systems influenced by internal and external factors, with no single optimal approach but instead contingency-based solutions dependent on each organization's unique situation. The evolution of management theory continues as the business environment changes.
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.
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.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to understand the impact of various workplace factors like lighting, breaks, incentives on worker productivity but found no conclusive relationships. Productivity increased regardless of changes, highlighting the importance of social and psychological factors.
3. The experiments demonstrated that workers are influenced more by social relationships and feeling of being valued rather than just physical and economic factors alone. This challenged prevailing views and established human relations as important in workplace management.
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.
This document provides an overview of key concepts in human relations and organizational behavior. Some of the main points covered include:
- The Hawthorne Studies which found that social and psychological factors significantly impact worker productivity. Proper communication and involvement in decision-making can improve employee motivation and performance.
- Maslow's Hierarchy of Needs which proposes that lower level physiological and safety needs must be met before higher level social, esteem, and self-actualization needs can motivate behavior.
- McGregor's Theory X and Theory Y which describe differing assumptions about human motivation and the appropriate management styles. Theory Y assumes employees are self-motivated and prefer greater responsibility.
- Additional topics discussed include
This document summarizes key concepts in human relations and organizational behavior. It discusses how human relations aim to help people work effectively together through good communication and relationships. It covers the Hawthorne Studies from the 1920s-30s that showed social and psychological factors strongly influence productivity. Abraham Maslow's hierarchy of needs is explained, showing how lower needs must be met before higher needs motivate. McGregor's Theory X and Theory Y are introduced, contrasting authoritarian vs. participative management assumptions.
This document provides an overview of organizational behavior including its objectives, outcomes, major contributing disciplines, and evolution. The objectives are to understand individual and group behavior, apply OB knowledge to business, and develop better workplace relationships. Regarding evolution, the document discusses the classical approach focusing on efficiency, the neo-classical approach emphasizing human relations, and the modern approach combining classical and social science concepts. Major disciplines influencing OB include psychology, sociology, social psychology, anthropology, and political science.
The Evolution Of Management Theory.pptxSHAWNTAKAONA
Management theories have evolved over time from classical approaches focusing on structure and authority to more modern approaches considering people and external environments. Early theories included scientific management, bureaucratic management, and human relations approaches. Contemporary theories view organizations as open systems influenced by internal and external factors, with no single optimal approach but instead contingency-based solutions dependent on each organization's unique situation. The evolution of management theory continues as the business environment changes.
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.
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.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to understand the impact of various workplace factors like lighting, breaks, incentives on worker productivity but found no conclusive relationships. Productivity increased regardless of changes, highlighting the importance of social and psychological factors.
3. The experiments demonstrated that workers are influenced more by social relationships and feeling of being valued rather than just physical and economic factors alone. This challenged prevailing views and established human relations as important in workplace management.
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.
Organizational behavior (OB) is the study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. http://www.thefreshquotes.com/attitude-quotes/
Here are the key findings of the Hawthorne experiments in 5 sentences:
1. The experiments found no direct relationship between physical factors like lighting and worker productivity.
2. Worker motivation is influenced by psychological and social factors like feelings, attitudes, and relationships rather than just economic incentives.
3. Work is best viewed as a group activity shaped by social interactions rather than just individual tasks.
4. Attention to human and social factors can positively impact worker development and performance.
5. Informal social groups formed by workers and can influence productivity norms and behavior more than formal management structures.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
This document summarizes several theories of motivation:
1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
2. McGregor's theory X and theory Y describe two views of employee motivation - theory X assumes employees dislike work while theory Y assumes employees can exercise self-direction.
3. McClelland's need theory focuses on the needs for achievement, power, and affiliation as key motivators.
4. Elton Mayo's research at Hawthorne Works found that social and psychological factors like relationships and recognition strongly influence employee motivation and productivity.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management, administrative principles, bureaucratic organizations, and humanistic perspectives. Later perspectives included management science, systems thinking, and contingency views of adapting management styles to organizational contexts. The human relations movement emerged from the Hawthorne studies focusing on positive treatment of employees. Maslow's hierarchy of needs and McGregor's Theory X and Y also influenced human resources perspectives.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management under Frederick Taylor, administrative principles from Henri Fayol, and bureaucratic organizations influenced by Max Weber. Later perspectives included the humanistic view emphasizing human behavior, the management science approach using quantitative techniques, and total quality management focusing on customer satisfaction. Overall it shows how management theories have adapted to changes in technology and organizations over the last century.
This document provides an overview of organizational behaviour. It defines organizational behaviour as the study of human behavior in organizations. The document outlines several key aspects of organizational behaviour including its nature and scope as an interdisciplinary field, various approaches to studying it, and importance. It also summarizes findings from seminal studies on organizational behaviour like the Hawthorne studies from the 1920s-1930s which explored how variables like lighting, work hours, and breaks impacted productivity. The document is intended as a teaching aid to introduce students to the topic of organizational behaviour.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to study the impact of various workplace conditions like illumination, incentives, breaks and supervision on worker productivity but found no conclusive relationship between physical factors and output.
3. They discovered that social and psychological factors have a greater influence on worker behavior and productivity than physical factors alone, giving rise to the field of human relations in management. The experiments demonstrated that workers seek recognition, a sense of belonging and job security.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
The document summarizes key aspects of organizational behaviour including:
1) Organizational behaviour is concerned with studying human behaviour in organizations. It examines individuals and groups in organizations.
2) The Hawthorne studies from 1924-1932 explored how variables like lighting, work hours, breaks and food impacted productivity of workers at the Hawthorne plant. They found that workers responded positively simply from the attention of being studied.
3) The relay assembly experiments and bank wiring room experiments further explored how social and group dynamics within organizations influenced worker behaviour and productivity more than financial incentives alone. Informal groups formed among workers that impacted their responses.
Principles of Management presnentation 1.pptxuetian12
The document summarizes the Hawthorne studies experiments conducted between 1927-1932. The Relay Assembly Test Room experiment manipulated factors like pay incentives, work hours, rest periods and work environment to measure their effects on worker output. Test Room 1 saw improved worker performance and productivity due to increased privileges and a sense of recognition. However, Test Room 2 saw limited productivity gains as workers felt a lack of recognition and job insecurity. The studies highlighted the importance of social and psychological factors in impacting worker productivity over just physical work conditions alone.
The behavioral management theory focuses on understanding human behavior at work to improve productivity. Experiments found that special attention from management and improving working conditions like supervision and communication can increase productivity. However, the Hawthorne effect showed that productivity sometimes increases just from being observed, not from changes. Overall, the studies concluded that both formal and informal organization within a school are important, and that praise as well as pay can positively impact behavior. Administration needs to work with all people and allow free exchange of ideas.
The document summarizes the key findings and theories from the Hawthorne studies conducted in the 1920s-1930s. The studies found that productivity increased among workers not because of changes in physical work conditions but because workers received attention from researchers and felt like important members of a group. This challenged existing views of workers as purely rational and motivated only by financial incentives, and highlighted the importance of social and psychological factors in influencing worker behavior. The studies helped establish human relations theory, which focused on satisfying workers' social and psychological needs through participative leadership.
The document discusses the historical evolution of management approaches from classical to contemporary perspectives. It begins with classical approaches including scientific, administrative, and bureaucratic management. Next, it covers behavioral management theories like human relations and human resources. Finally, it discusses contemporary viewpoints including systems theory, contingency theory, quantitative approaches, and total quality management. The systems approach views organizations as systems of interrelated parts, while contingency theory stresses there is no single best way to manage and the approach must fit the situation.
The document provides an introduction to organizational behaviour. It defines organizational behaviour as a field of study that seeks to understand, predict, and influence individual behavior in organizational settings. It draws on various disciplines like psychology, sociology, social psychology, and anthropology. Key contributions of these disciplines to OB are discussed. The document also discusses the nature of OB as an interdisciplinary applied science with a humanistic approach oriented toward organizational objectives. Milestones in the history of OB like scientific management and the Hawthorne studies are summarized. Challenges and opportunities for applying OB like responding to economic pressures, globalization, and managing workforce diversity are outlined.
George Elton Mayo conducted the Hawthorne Studies in the 1920s to study the effects of lighting on worker productivity. Researchers were surprised to find that productivity increased regardless of lighting levels. They concluded this was due to the Hawthorne Effect - workers feeling valued from management's attention. Later criticisms found issues like other variables not controlled for and incentives influencing results. However, the studies emphasized the importance of social and cultural factors in motivation. Today, many companies still aim to foster positive workplace cultures with employee input and engagement.
Accounting provides essential financial information to various stakeholders through recording, classifying, summarizing, and communicating economic data. It describes the need for accounting to record and report financial results, provides information for management planning, and identifies interested parties like owners, managers, creditors, and government. Accounting aims to measure and communicate relevant financial information to allow informed decisions.
Modern management theories include the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory/approach. These theories were developed in the late 20th century after 1950 and had not yet emerged in the classical and neo-classical eras. The document provides definitions and explanations of each of these modern management theories.
Organizational behavior (OB) is the study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. http://www.thefreshquotes.com/attitude-quotes/
Here are the key findings of the Hawthorne experiments in 5 sentences:
1. The experiments found no direct relationship between physical factors like lighting and worker productivity.
2. Worker motivation is influenced by psychological and social factors like feelings, attitudes, and relationships rather than just economic incentives.
3. Work is best viewed as a group activity shaped by social interactions rather than just individual tasks.
4. Attention to human and social factors can positively impact worker development and performance.
5. Informal social groups formed by workers and can influence productivity norms and behavior more than formal management structures.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
This document summarizes several theories of motivation:
1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
2. McGregor's theory X and theory Y describe two views of employee motivation - theory X assumes employees dislike work while theory Y assumes employees can exercise self-direction.
3. McClelland's need theory focuses on the needs for achievement, power, and affiliation as key motivators.
4. Elton Mayo's research at Hawthorne Works found that social and psychological factors like relationships and recognition strongly influence employee motivation and productivity.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management, administrative principles, bureaucratic organizations, and humanistic perspectives. Later perspectives included management science, systems thinking, and contingency views of adapting management styles to organizational contexts. The human relations movement emerged from the Hawthorne studies focusing on positive treatment of employees. Maslow's hierarchy of needs and McGregor's Theory X and Y also influenced human resources perspectives.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management under Frederick Taylor, administrative principles from Henri Fayol, and bureaucratic organizations influenced by Max Weber. Later perspectives included the humanistic view emphasizing human behavior, the management science approach using quantitative techniques, and total quality management focusing on customer satisfaction. Overall it shows how management theories have adapted to changes in technology and organizations over the last century.
This document provides an overview of organizational behaviour. It defines organizational behaviour as the study of human behavior in organizations. The document outlines several key aspects of organizational behaviour including its nature and scope as an interdisciplinary field, various approaches to studying it, and importance. It also summarizes findings from seminal studies on organizational behaviour like the Hawthorne studies from the 1920s-1930s which explored how variables like lighting, work hours, and breaks impacted productivity. The document is intended as a teaching aid to introduce students to the topic of organizational behaviour.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to study the impact of various workplace conditions like illumination, incentives, breaks and supervision on worker productivity but found no conclusive relationship between physical factors and output.
3. They discovered that social and psychological factors have a greater influence on worker behavior and productivity than physical factors alone, giving rise to the field of human relations in management. The experiments demonstrated that workers seek recognition, a sense of belonging and job security.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
Elton Mayo conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The experiments studied how various physical and social factors impacted worker productivity. They found that productivity increased in response to changes in lighting, breaks, and incentives, but also increased even when conditions returned to normal. This introduced the concept of the "Hawthorne Effect" where workers' productivity is impacted simply by being studied. The experiments highlighted the importance of social and psychological factors in influencing worker behavior over physical factors alone.
The document summarizes key aspects of organizational behaviour including:
1) Organizational behaviour is concerned with studying human behaviour in organizations. It examines individuals and groups in organizations.
2) The Hawthorne studies from 1924-1932 explored how variables like lighting, work hours, breaks and food impacted productivity of workers at the Hawthorne plant. They found that workers responded positively simply from the attention of being studied.
3) The relay assembly experiments and bank wiring room experiments further explored how social and group dynamics within organizations influenced worker behaviour and productivity more than financial incentives alone. Informal groups formed among workers that impacted their responses.
Principles of Management presnentation 1.pptxuetian12
The document summarizes the Hawthorne studies experiments conducted between 1927-1932. The Relay Assembly Test Room experiment manipulated factors like pay incentives, work hours, rest periods and work environment to measure their effects on worker output. Test Room 1 saw improved worker performance and productivity due to increased privileges and a sense of recognition. However, Test Room 2 saw limited productivity gains as workers felt a lack of recognition and job insecurity. The studies highlighted the importance of social and psychological factors in impacting worker productivity over just physical work conditions alone.
The behavioral management theory focuses on understanding human behavior at work to improve productivity. Experiments found that special attention from management and improving working conditions like supervision and communication can increase productivity. However, the Hawthorne effect showed that productivity sometimes increases just from being observed, not from changes. Overall, the studies concluded that both formal and informal organization within a school are important, and that praise as well as pay can positively impact behavior. Administration needs to work with all people and allow free exchange of ideas.
The document summarizes the key findings and theories from the Hawthorne studies conducted in the 1920s-1930s. The studies found that productivity increased among workers not because of changes in physical work conditions but because workers received attention from researchers and felt like important members of a group. This challenged existing views of workers as purely rational and motivated only by financial incentives, and highlighted the importance of social and psychological factors in influencing worker behavior. The studies helped establish human relations theory, which focused on satisfying workers' social and psychological needs through participative leadership.
The document discusses the historical evolution of management approaches from classical to contemporary perspectives. It begins with classical approaches including scientific, administrative, and bureaucratic management. Next, it covers behavioral management theories like human relations and human resources. Finally, it discusses contemporary viewpoints including systems theory, contingency theory, quantitative approaches, and total quality management. The systems approach views organizations as systems of interrelated parts, while contingency theory stresses there is no single best way to manage and the approach must fit the situation.
The document provides an introduction to organizational behaviour. It defines organizational behaviour as a field of study that seeks to understand, predict, and influence individual behavior in organizational settings. It draws on various disciplines like psychology, sociology, social psychology, and anthropology. Key contributions of these disciplines to OB are discussed. The document also discusses the nature of OB as an interdisciplinary applied science with a humanistic approach oriented toward organizational objectives. Milestones in the history of OB like scientific management and the Hawthorne studies are summarized. Challenges and opportunities for applying OB like responding to economic pressures, globalization, and managing workforce diversity are outlined.
George Elton Mayo conducted the Hawthorne Studies in the 1920s to study the effects of lighting on worker productivity. Researchers were surprised to find that productivity increased regardless of lighting levels. They concluded this was due to the Hawthorne Effect - workers feeling valued from management's attention. Later criticisms found issues like other variables not controlled for and incentives influencing results. However, the studies emphasized the importance of social and cultural factors in motivation. Today, many companies still aim to foster positive workplace cultures with employee input and engagement.
Accounting provides essential financial information to various stakeholders through recording, classifying, summarizing, and communicating economic data. It describes the need for accounting to record and report financial results, provides information for management planning, and identifies interested parties like owners, managers, creditors, and government. Accounting aims to measure and communicate relevant financial information to allow informed decisions.
Modern management theories include the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory/approach. These theories were developed in the late 20th century after 1950 and had not yet emerged in the classical and neo-classical eras. The document provides definitions and explanations of each of these modern management theories.
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
This document provides an overview of management concepts including:
1) Management includes planning, organizing, staffing, directing, and controlling as its key functions.
2) There are three levels of management - top, middle, and lower/operational level management.
3) Management
The document outlines the typical structure and content of a thesis, including introduction, literature review, research methodology, data analysis and results, and discussion and conclusion chapters. It provides guidance on what to include in each chapter, such as stating the research problem in the introduction, filtering and critically analyzing sources in the literature review, describing the research design and data collection instruments in the methodology, and interpreting findings and discussing limitations and future work in the conclusion. The presenter emphasizes selecting an appropriate structure and focusing on integrating relevant literature to address the research questions or hypotheses.
PPT_Achieving Problem-Solution Fit & Product-Market Fit.pptxImran Anwar
The document summarizes an upcoming session on achieving problem-solution fit and product-market fit. It defines problem-solution fit as aligning a product or service with a target market's problems. Achieving problem-solution fit requires identifying problems, researching solutions, testing hypotheses, and iterating based on feedback. Product-market fit means satisfying a target audience's needs and preferences. Techniques for achieving both include customer interviews, surveys, minimum viable products, and A/B testing. The session will discuss challenges and tools for properly solving customer problems and achieving market demand.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Hawthrone Studies.ppt
1. THE HAWTHORNE STUDIES
Studies carried out Elton Mayo at the
Hawthorne Plant of the Western Electric
Works in Chicago between 1927 and
1932
2. HUMAN RELATIONS SCHOOL
• Due to unrest caused by Taylor’s scientific
principles in the 20’s and 30’s work was
carried out based in the ‘human side’ of
workers – not focusing on money
• Elton Mayo was one of the main theorists
involved.
3. History of the Hawthorne Studies
• Background: Mayo wanted to find out what
effect fatigue and monotony had on job
productivity and how to control them through
variables such as
• Rest breaks
• Work hours
• Temperatures
• Humidity
4. Illumination Studies (1924-1927)
Participants: About 6 female workers segregated from the rest of
the factory under an observation.
Experiment: Researchers initially manipulated the lighting
conditions in the workplace to study the impact on worker
productivity. They varied the level of illumination, from brighter
to dimmer lighting.
Outcomes: Contrary to expectations, changes in lighting had only
a minor effect on productivity. Workers' output increased in both
bright and dim lighting conditions.
Conclusion: The results challenged the assumption that better
lighting alone could significantly improve productivity. This led
researchers to explore other factors influencing worker behavior.
5. Relay Assembly Test Room Studies (1927-1932)
Participants: Initially, a group of 6 female workers, later
expanded to 14.
Experiment: Researchers introduced various changes in working
conditions, including rest breaks, variations in work hours, and
modifications in payment plans. They observed and measured
the effects on worker productivity.
Outcomes: Productivity consistently increased, regardless of
whether conditions were improved or made less favorable.
Workers became more cohesive as a group and developed
their own norms and expectations.
Conclusion: The findings suggested that social factors, such as
group dynamics, played a more significant role in influencing
productivity than changes in physical working conditions. The
"Hawthorne Effect" was observed, where workers' performance
improved because they were being observed and felt more valued
as participants in the study.
6. Findings of Experiments
1.Rest pauses were lengthened to 10 minutes: Output went up
2.Six 5-min pauses were introduced and the girls complained
that their work rhythm was broken: Output fell very slightly
3.Return to 2 rest pauses the first with a hot meal supplied free
of charge: Output went up
4.Group was dismissed at 4.30 pm instead of 5.00 pm: Output
went up
5.They were dismissed at 4.00 p.m.: Output remained the same
6.Finally, all improvements were taken away and the team went
back to the conditions at the beginning of the experiment:
Output was the highest ever recorded at 3000 relays per
week per person
7. Bank Wiring Observation Room Studies (1931-1932)
Participants: A group of 11 male workers.
Experiment: Researchers observed a group of bank wiring
workers over several months. They introduced changes
like piece-rate payment systems and altered the size of
the workgroup.
Outcomes: Productivity increased even when the piece-
rate incentive was removed, suggesting that social factors
continued to drive performance. The workers formed a
tightly-knit social group, which influenced their productivity.
Conclusion: Social interactions, peer pressure, and
group dynamics had a substantial impact on
productivity. The findings highlighted the importance of
social and human factors in the workplace, leading to a
shift in management thinking towards considering
employee morale and social aspects of work environments.
8. What happened during the experiments?
• The individuals became a team and the team gave
wholehearted cooperation with the experiment.
• They were happy in the knowledge that they were doing
what they wanted to do.
• They felt they were working under less pressure than before
• They were not pushed around or bossed by anyone.
• Under these conditions they developed an increased sense
of responsibility which came from within the group itself.
9. Elton Mayo’s Conclusions
Individual workers cannot be treated in isolation but must
be seen as members of a group
Monetary incentives and good working conditions are less
important to the individual than the need to belong to a
group
Informal or unofficial groups formed at work have strong
influence on behaviour
Managers must be aware of these ‘social needs’ and cater
for them to ensure that employees work with the
organisation rather than against it
10. Human Relations School
• The basis of the HR Movement is the use
of social sciences to secure the
commitment of individuals to the aims of
the organisation.
• This movement, although now considered
simplistic, established the importance of
social factors in the workplace.
12. What is Neo-Human Relations?
• The Hawthorne Experiments did not
highlight how work practices and structure
should be modified to improve worker
satisfaction and productivity
• In the 40’s it was realised that links
between organisational design, motivation
and productivity were more complex than
first thought
13. DOUGLAS MCGREGOR
THEORY X AND THEORY Y
• McGregor, an American social
psychologist, proposed his famous theory
in his book
• “The Human Side of Enterprise”
• In his book he examined theories on
behaviour of individuals at work , he has
formulated 2 models
14. THEORY X ASSUMPTIONS
(Authoritarian Management Style)
• The average human being has an inherent
dislike of work and will avoid it if he/she
can
• Most people must be controlled/threatened
if they are to work hard
• The average human prefers to be directed,
dislikes responsibility, is unambiguous,
and desires security above everything else
• Similar view to FWT
15. THEORY Y ASSUMPTIONS
(Participative Management Style)
• Effort in work is as natural as work and play
• Control and punishment are not the only ways to
make people work man will direct himself if he is
committed to the goals of the org
• If a job is satisfying then the result will be
commitment to the organisation
• The average man learns not only to accept but
to seek responsibility
• Similar view to Mayo
16. • Imagination, creativity and ingenuity can
be used to solve work problems by a large
number of employees
• Under the conditions of modern industrial
life the intellectual potential of the average
man is only partly utilised
17. SO… managerial style can be
seen as:-
• Manager has
Theory X
attitude toward
staff
• No worker
initiative
• Autocratic
• Manager has Theory
Y attitude towards
staff
• Workers are creative
• Workers given
responsibility
X MANAGERIAL STYLE Y
21. X
• Can range from soft to hard approach
• It is part of the managers job to exercise
authority and there are cases when this is
the only method that will get results
• Much of behaviour in organisations
reflects the Theory X view
• X is limited and unrealistic and relies on
authority as the primary means of control
• Hard approach results in hostility,
22. The problem with X
• X relies on money to motivate
• Once the need for money subsides the
drive for motivation is lost
• Does not allow workers to reach higher
levels of motivation as shown by Maslow
23. Y
• Theory Y is difficult to put into practice on
the shop floor
• Level of maturity of staff will play a large
part
• Y can be used initially in the managing of
management
• Y is conducive to participative problem
solving
• Y will lead to higher motivation
24. Implications for management
• Decentralisation and Delegation can be
used freely in a Y environment
• Delayering and reduction in management
levels – flatter structures
• Job enlargement – broadening the scope
of an employee’s job adds variety
25. • Participative Management – consulting
employees in the decision making process
taps their creative capacity
• Performance Appraisals having the
employees set objectives and participate
in evaluation
27. Story So Far
• We have seen the Classical, Human
Relations and Neo-Human Relations
schools of thought.
• All of these approaches are rather narrow
and do not have a holistic view of the
organisation
• Systems Theory is an attempt to address
this – introduced in the 60’s and 70’s
28. What is it?
• Systems Theory argues that in any
organisation everything is so
interdependent that a small change in one
part will mean changes in the other part
• Often called the Open-systems approach it
views any one organisation as an
interdependent of a much bigger whole
• That is with the internal and external
environment
30. The wider environment can
include
• Suppliers
• Customers
• Peer organisations
• The environment then impacts on the
business
31. • The approach seeks to find the best fit
from the elements in the diagram
• Technical factors
• Social factors
• Economic factors
• Legal factors
32. Summary
• This approach to an organisation states
that it is necessary to incorporate social
and technical aspects of work if an
effective system is to be incorporated
• When technology is introduced social
groups should NOT be broken up
• This fragmentation will reduce motivation
34. What is contingency theory?
• “There is no single approach to
organisational structure that will suit all
organisations at any point in time.”
• Contingency means ‘It depends’
36. 3 Factors to Consider
• Strengths and weaknesses of the
organisation
• Objectives of the organisation
• The external environment of the
organisation
37. Management Approach
• Using contingency theory a manager
would be expected to
• Develop an organisational approach
that suits a particular situation
• The approach will change in line with
external factors
• Within one organisation you may have
a variety of approaches in different
areas