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
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