Principles of Management presnentation 1.pptx
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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.
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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 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.
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The Hawthorne Studies consisted of 5 experiments conducted between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The studies aimed to understand the impact of various working conditions on employee productivity. The illumination experiment found that productivity increased regardless of light intensity, suggesting psychological factors. Subsequent relay assembly room experiments similarly found that changes to work conditions like breaks and meals led to higher productivity, demonstrating the importance of social and psychological factors over physical incentives alone. The studies highlighted the significance of social dynamics, recognition, and attention in influencing worker motivation and output.
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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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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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- 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.
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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 document provides a timeline of management thought from classical to humanistic theories. It discusses key contributors and findings. Classical theories like Taylor's scientific management and Fayol's administrative theory focused on tasks and control. The Hawthorne Studies in the 1920s-30s found that social relationships and worker satisfaction impacted productivity more than physical conditions. This led to human relations theory emphasizing the individual and two-way communication over production. Thinkers like Follett, Mayo, and Barnard incorporated social and psychological factors into management.
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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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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.
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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.
Hawthorne studies
The Hawthorne Studies consisted of 5 experiments conducted between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago. The studies aimed to understand the impact of various working conditions on employee productivity. The illumination experiment found that productivity increased regardless of light intensity, suggesting psychological factors. Subsequent relay assembly room experiments similarly found that changes to work conditions like breaks and meals led to higher productivity, demonstrating the importance of social and psychological factors over physical incentives alone. The studies highlighted the significance of social dynamics, recognition, and attention in influencing worker motivation and output.
Evolution of management
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Elton mayo and 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.
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Human relations and organization behaviour
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
Hawthorne experiment
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.
2011.02.cesa sustain 02
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
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Mule event processing models | MuleSoft Mysore Meetup #47
Mule event processing models | MuleSoft Mysore Meetup #47
Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-mule-event-processing-models/
Agenda
● What is event processing in MuleSoft?
● Types of event processing models in Mule 4
● Distinction between the reactive, parallel, blocking & non-blocking processing
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shivani Yasaswi - https://www.linkedin.com/in/shivaniyasaswi/
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
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Principles of Management presnentation 1.pptx
- 1. Principles of Management Hawthorne studies Experiment 2 (Assembly line) Presented to: Dr. Amna Niazi Presented by: Group (10) Naurahan Azhar 2018-EE-138 Rana Asim 2018-EE-132 Muhammad Abdullah 2018-EE-116 Muhammad Afnan 2018-EE-126 Mustafa Baloch 2018-EE-41
- 2. Relay Assembly Test Room Experiement Frederick Taylor Man as Machine Elton Mayo (1927-1932) Test Rooms The Hawthorne studies were part of a refocus on managerial strategy incorporating the socio-psychological aspects of human behavior in organizations.
- 3. Variables of the Test room Work hours Rest Periods Social circle Incentives Suggestions
- 4. Role of Hawthorne effect in management • Effects of physical conditions on productivity • Workers response • Pre and post variable changes • Social Issues • Job Satisfaction
- 5. Decision Making in Test room The workers were allowed to give suggestions and variables were usually changed to get different results during experiment
- 6. Relay Assembly Test Experiment 1927-1929 Manipulated factors of production to measure effect on output; - Pay Incentives - Length of work day and work week - Use of rest periods - Social Growth - Ease of working place
- 7. Test Room 1 • ‘‘ Test room 1 the privileges were provided to people and they showed significant improvement in performance of productivity ’’
- 8. Mica Splitting Group 1928-1932 Measured output with changes to work conditions only. - Special work Room - Length of work day - Use of rest period - Workers stayed on established - piece rate compensation
- 9. Summary Room 2 • In test room 2, people felt no sense of recognition. • They felt fearful about the security of job. • They felt restricted. • No appreciate changes in output • Only 15% productivity increased
- 10. Conclusion Like their experiments in illumination, the researchers were surprised to discover that relationship between the predictor variables and industrial efficiency was simply not found. But, these experiments of relay assembly test room made the researchers to suspect that employee attitude and sentiments were critically important variables not previously accounted for. The researchers, in turn, underwent a radical change of their thought. • Test Room one • Successful • Positive effects • Increased efficiency • More focused work • Security • Sense of recognition
- 11. Conclusion Improving employee productivity than meeting individual’s need and desire to belong to a group and be included in decision making and work. “Human collaboration in work, in primitive and developed societies, has always depended for its perpetuation upon the evolution of a non-logical social code which regulates the relations between persons and their attitudes to one another. Insistence upon a merely economic logic of production...interferes with the development of such a code and consequently gives rise in the group to a sense of human defeat. This... results in the formation of a social code at a lower level and in opposition to the economic logic. One of its symptoms is 'restriction’.” ~Elton Mayo
- 12. Thank You