DOC PREVIEW
WVU COMM 306 - Humanistic Management

This preview shows page 1 out of 3 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 3 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 3 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

COMM 306 1nd Edition Lecture 5 Outline of Last Lecture I. Classical TheoryII. Scientific ManagementIII. Fayol’s Administrative TheoryOutline of Current Lecture I. Human Relations TheoryII. Hawthorne StudiesIII. McGregor TheoriesIV. Human Resource ApproachCurrent LectureHuman Relations Approach Outline:- Hawthorne Studies: scientific management- McGregor’s Theory X: classical management Theory Y: humanistic managementHuman Resources Approach Outline:- 4 Systems of Management- Blake and Mouton’s Managerial GridHuman Relations Theory: shift emphasis form task to worker-heart of organization: social relationships- happy worker = productive worker- metaphor: family- focus: productivity- origin: Hawthorne StudiesHawthorne Studies: 1924-19321) Illumination Study2) Relay Assembly Room Study3) Interviewing Program4) Bank Wiring Room Observation StudyThese 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.Illumination Study: impact light on production- determine amount of light for maximum production- independent variable: light - dependent variable: production - control group: stable light - experimental group: varying light - results: production increased in both groups- implications: Hawthorne EffectHawthorne Effect: workers change behavior when know being watchedRelay Assembly Room Study: explore 5 experience female workers behavior- factors changed and production observed- changes: hours/days worked, incentives, rest, supervision, informal talk - results: production and satisfaction improved regardless- implications: supervisor attention and peer communication noticedBank Wiring Room Observation: explore influence of peer coworkers- results: coworkers exert informal influence to keep production low- systematic soldiering and rate busting- implications: emergence of informal communicationInterviewing Program: explore supervisor communication and employee morale- employees appreciated expressing views and perspectives- results: employees felt cared about- implications: influence of upward communicationMcGregor: interest in behavior of managers toward employees- believe managers have assumptions of workers- managers want: predict and control employee behavior (eliminate uncertainty) - tap unrealized potential in employeesTheory X: classical management assumptions- average worker dislikes work and will avoid it- workers must be coerced into working (punishment/reward)- workers prefer to be directed and avoid responsibilityTheory Y: human relation assumptions- using brain and ability to work are natural- workers can show direction toward work- commitment to goals is related to rewards- workers seek and accept responsibility- workers are creative and typically only partially utilizedHuman Resource Approach: employees need more than attention- managers misused facets of human relational approach- focus: cultivating employee potential Blake and Mouton’s Managerial Grid: based off normal distribution- x-axis: task management - y-axis: human relations management- high human relations and high task management: ideal - high human relations and low task management: volunteer organizations - low human relations and high task management: large cooperation - low human relations and low task management: family


View Full Document
Download Humanistic Management
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Humanistic Management and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Humanistic Management 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?