MANIKANTA mgmt concepts i1.pdf
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The Hawthorne studies conducted experiments at the Hawthorne Works factory from 1924-1932 to understand the impact of human relations on productivity. The studies included illumination tests, relay assembly tests, a mass interview program involving 20,000 employees, and a bank wiring observation study. The results showed that social and psychological factors like freedom of expression, participation in decision making, and good communication positively impacted worker productivity and satisfaction more than physical working conditions alone.
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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.
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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.
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The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first experiment varied lighting levels and found productivity increased regardless, showing factors beyond lighting impacted work. The second experiment gave workers flexibility and found productivity rose. Interviews in the third experiment revealed productivity increased when workers could freely discuss important issues. The fourth embedded observers and found workers set their own standards. The conclusions determined social and psychological factors beyond physical conditions most impact productivity.
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The document discusses the Hawthorne Studies conducted at the Western Electric Company's Hawthorne Works in Chicago in the 1920s and 1930s. The studies sought to understand how various factors like illumination, hours of work and supervision impacted worker productivity. However, the researchers found that social and psychological factors like feelings of importance, participation and informal work groups had a greater influence on productivity than physical conditions. The Hawthorne Studies highlighted the importance of human relations in organizations and influenced the development of the human relations approach in management theory.
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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.
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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.
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Elton mayo ppt
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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.
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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.
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The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first experiment varied lighting levels and found productivity increased regardless, showing factors beyond lighting impacted work. The second experiment gave workers flexibility and found productivity rose. Interviews in the third experiment revealed productivity increased when workers could freely discuss important issues. The fourth embedded observers and found workers set their own standards. The conclusions determined social and psychological factors beyond physical conditions most impact productivity.
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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
Early Advocates of Organisational Behaviour and hawthorne studies.pptx
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.
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- 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
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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.
Hawthrone studies
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.
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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.
Hawthrone Studies
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.
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George Elton Mayo conducted the famous Hawthorne Experiments between 1924-1932 at Western Electric's Hawthorne plant in Chicago to study the impact of human relations on productivity. The experiments found that productivity increased regardless of changes made, demonstrating that social and psychological factors like feelings of recognition, job satisfaction and group dynamics significantly influence worker output. The Hawthorne Experiments highlighted the importance of these human/social aspects in management and helped establish the human relations movement in organizational theory.
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The Hawthorne experiments conducted between 1924-1932 studied the impact of workplace conditions on worker productivity. The experiments occurred in four phases where test groups had variations in illumination, work hours, supervision, and payment incentives compared to control groups. The researchers found that increased productivity could not be solely attributed to better conditions, as social factors also influenced workers. The experiments concluded that employees are social beings affected by group dynamics, supervision styles, and morale more than technical or economic reasons.
Hawthrone studies explained
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.
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The Hawthorne experiments conducted between 1924-1932 at the Western Electric Company in Chicago consisted of several studies to determine the impact of various workplace factors on worker productivity. The initial illumination experiments found no correlation between lighting levels and output. Subsequent relay assembly room tests manipulated incentives, hours, breaks and found productivity increased with attention alone. Interviews of over 20,000 workers revealed the importance of social dynamics, status and group pressures in influencing individual performance. The experiments marked a shift toward understanding human behavior in organizations.
Organisational Behavior and Development
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.
Presentation on the hawthorne
The Hawthorne experiments conducted between 1924-1932 at Western Electric's factory in Chicago examined how workplace conditions affected productivity. The experiments found that productivity increased even when lighting levels were reduced, showing no relationship between lighting and output. Subsequent studies found that allowing workers more flexibility and participation in decision-making, as well as greater attention from managers, led to higher morale and productivity among employees. The experiments concluded that socio-psychological factors have a greater influence on worker performance and satisfaction than mere physical conditions alone.
BEHAVIOURAL APPROACH TO MANAGEMENT
The behavioral approach to management focuses on employees as individuals and as part of work groups, with an emphasis on meeting their needs. The Hawthorne studies from 1924-1932 examined how social and emotional factors impact worker productivity. The studies found that workers performed better when they felt respected and part of a team. Simply showing concern for employees can motivate better performance due to the "Hawthorne Effect", where people work harder because they feel somebody cares. The behavioral approach led to a greater understanding of human behavior in organizations.
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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.
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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.
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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.
Hawthrone studies
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.
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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.
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George Elton Mayo conducted the famous Hawthorne Experiments between 1924-1932 at Western Electric's Hawthorne plant in Chicago to study the impact of human relations on productivity. The experiments found that productivity increased regardless of changes made, demonstrating that social and psychological factors like feelings of recognition, job satisfaction and group dynamics significantly influence worker output. The Hawthorne Experiments highlighted the importance of these human/social aspects in management and helped establish the human relations movement in organizational theory.
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The Hawthorne experiments conducted between 1924-1932 studied the impact of workplace conditions on worker productivity. The experiments occurred in four phases where test groups had variations in illumination, work hours, supervision, and payment incentives compared to control groups. The researchers found that increased productivity could not be solely attributed to better conditions, as social factors also influenced workers. The experiments concluded that employees are social beings affected by group dynamics, supervision styles, and morale more than technical or economic reasons.
Hawthrone studies explained
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.
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The Hawthorne experiments conducted between 1924-1932 at the Western Electric Company in Chicago consisted of several studies to determine the impact of various workplace factors on worker productivity. The initial illumination experiments found no correlation between lighting levels and output. Subsequent relay assembly room tests manipulated incentives, hours, breaks and found productivity increased with attention alone. Interviews of over 20,000 workers revealed the importance of social dynamics, status and group pressures in influencing individual performance. The experiments marked a shift toward understanding human behavior in organizations.
Organisational Behavior and Development
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.
Presentation on the hawthorne
The Hawthorne experiments conducted between 1924-1932 at Western Electric's factory in Chicago examined how workplace conditions affected productivity. The experiments found that productivity increased even when lighting levels were reduced, showing no relationship between lighting and output. Subsequent studies found that allowing workers more flexibility and participation in decision-making, as well as greater attention from managers, led to higher morale and productivity among employees. The experiments concluded that socio-psychological factors have a greater influence on worker performance and satisfaction than mere physical conditions alone.
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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.
Hawthrone studies explained
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.
Module-1 ORGANISATIONAL BEHAVIOUR 1.pptx
This document provides an overview of organizational behaviour. It begins with definitions of organizational behaviour from various scholars, emphasizing the study of human behavior in organizational settings. It then discusses the nature and characteristics of organizational behaviour, including that it takes a multi-disciplinary approach and aims to achieve both organizational and individual objectives. The document also outlines the history and evolution of organizational behaviour, from the industrial revolution to developments like scientific management and the human relations movement influenced by studies like the Hawthorne Experiments.
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The Father of Human Relations Movement and Great Human Relations Researcher, dedicated his precious retirement life for the development of Human Relations in the Industrial Sector.
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1) Air India was founded in 1932 as Tata Airlines and is currently owned by Tata Group. It is India's largest international airline and flag carrier with a fleet of over 200 aircraft.
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3) However, Air India recently signed its largest ever deal to purchase 500 new aircraft from Airbus and Boeing for over $20 billion. This is expected to help expand its fleet and routes.
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- 1. ELTON MAYO’s HAWTHORNE EXPERIMENTS MASS INTERVIEW PROGRAM BANKWIRING OBSERVATION ROOM STUDY prepped by ARIKAPUDI SAIMANIKANTA
- 2. •The term “Hawthorne” is a term used within several behavioral management theories and is originally derived from the western electric company’s large factory complex named Hawthorne works. •Starting in 1905 and operating until 1983. •Hawthorne works had 45,000 employees and it produced a wide variety of consumer products, including telephone equipment, refrigerators and electric fans.
- 3. As a result, Hawthorne works is well-known for its enormous output of telephone equipment and most importantly for its industrial experiments and studies carried out. • The Hawthorne studies were conducted in order to find out the role of human resource in increasing the production of an organization.The Hawthorne studies included the following experiments. • ExperimentsConducted • 1)Illumination Experiment • 2)Relay AssemblyTest room studies • 3)Mass interview programme • 4)BankWiring Observation Group
- 4. George Elton Mayo He was an Australian Psychologist, Sociologist and Organization Theorist. Spent most of his career at Harvard Business School and was the Professor of Industrial Research Known as the founder of Human Relations Movement Also known for his research including Hawthorne Studies
- 5. Mass Interview Program • Conducted 20,000 interviews. • Objective was to explore information, to judge their attitudes and opinions on the factors influencing productivity.
- 6. Results of Mass Interview Program • It was found that the opportunity to talk freely about things that are more important to workers has a positive effect on their moral & productivity • Complaints were symptoms of deep-rooted disturbances. • Workers are governed by experience obtained from both inside and outside the company
- 7. BankWiring Observation room study • 1931-1932 • A group of 14 workers were put under close observation. • A pay of every member was made dependent on the performance of the group as a whole .
- 8. Result of bank wiring observation study • No appreciable changes in output. • It was found that the group had its own norms of performance & various forms of social pressure were exercised to enforce these norms
- 9. Criticism of Hawthorne Studies / Experiments • The Hawthorne Experiments are mainly criticised on the following grounds :- 1.LacksValidity 2. More Importance to HumanAspects 3. More Emphasis on Group Decision-making 4. Over Importance to Freedom of Workers
- 10. CONCLUSION •The social and psychological factors are responsible for workers' productivity and job satisfaction. Only good physical working conditions are not enough to increase productivity. •The informal relations among workers influence the workers' behaviour and performance more than the formal relations in the organisation. •Employees will perform better if they are allowed to participate in decision-making affecting their interests.
- 11. • Employees will also work more efficiently, when they believe that the management is interested in their welfare. • When employees are treated with respect and dignity, their performance will improve. •Financial incentives alone cannot increase the performance. Social and Psychological needs must also be satisfied in order to increase productivity.
- 12. •Good communication between the superiors and subordinates can improve the relations and the productivity of the subordinates. •Special attention and freedom to express their views will improve the performance of the workers.