MGMT 320 1st Edition Lecture 6Outline of Last Lecture I. Administrative managementa. Max Weberb. Henry FayolII. Behavioral viewpointOutline of Current Lecture I. Environmental influencesa. Economicb. Technologicalc. Sociald. Legal/PoliticalII. Early Behavioral Theoristsa. Chester Bernardb. Mary Parker Folletc. Hawthorne studiesi. Elton Mayod. Human Relations MovementCurrent Lecture1. Environmental influencesa. Economici. Refer to notes 1-26-2015b. Technologicali. Rapid development (mid 1900’s)c. Social i. Much less acceptance of differences between classes (post WWI) 1. Pressure on managers to change how workers were treatedThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.a. Increase in union membership force management to give workers rightsd. Legal/politicali. Politicians pressuredii. Laws got changediii. Increasing legal protections for workers2. Early behavioral theoristsa. Chester Bernard (early to mid 1900’s)i. Acceptance theory of authority: the subordinate’s willingnessto comply with orders defines authority ii. Authority comes from superiors – legitimate, formal iii. Power comes from subordinatesiv. Not accepted in his time, practicing managers didn’t like his ideasb. Mary Parker Follett (early 1900’s)i. Importance of group relationships1. Coworkers have a significant impact on what a worker does how much effort put in, how much do they accomplish, following directions/ordersii. Power is dynamic1. Different people have power at different times identified expert power2. Expert power: people will follow the person who knows the most in a given situationiii. Conflict should be resolved with mutually satisfying solutions1. Need integrating solutions (mutually satisfying to the people in conflict), if you don’t then conflict continues causes inefficiencyiv. Ignored, primarily because she was a womanc. Hawthorne Studiesi. Conducted at Western Electric Company – Chicago (1929-1932)ii. Measured productivity under different lighting conditions1. Better working conditions, different location, researchers instead of managers, more breaks2. Subjects manipulated results extended study because of unclear resultsiii. Elton Mayo1. Harvard psychologist2. Enlisted to research further after inconclusive results3. Figured out that something was going on between the workers4. Conclusions:a. Hawthorne Effect: Worker’s attitude towards management affects the workers performanceb. Informal organizations within a formal organizationc. Accepted norms of behavior that differ from formal norms & behaviors d. Unofficial Hawthorne Effect: test subjects may perform differently because they know that they are test subjectsd. Human Relations Movementi. Behavioral viewpoint – developed from Mayo’s conclusionsii. Managers need to be trained to manage in ways that increasecooperation &
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