7-10 HUMANISTIC - SYSTEMS
efficiency, illumination, productivity, production
HUMAN RELATIONS MOVEMENT - ELTON MAYO'S HAWTHORNE STUDIES: o Begun as a result of scientific management and were designed to attempt to find a way of increasing e_________ and effectiveness by varying the level of illumination for workers in the organization. o As efficiency engineers at the Hawthorne plant were experimenting with various forms of i________, they noted an unexpected reaction from employees. When illumination was increased, so was p_______. Surprisingly, however, when illumination decreased, p_________ continued to increase. This same increase in productivity even occurred when the illumination was not changed at all.
perceived, important, cohesive, togetherness
HUMAN RELATIONS MOVEMENT - ELTON MAYO'S THE HAWTHORNE STUDIES o Mayo found the explanation not in the changed working conditions, but in the changed way workers p_________ themselves. By lavishing attention on the workers, the experimenters had made them feel as though they were i_______ to the company. As a result, these formerly indifferent employees had coalesced into congenial, c_______ groups with a great deal of collective pride. o He maintained that workers are primarily motivated by t____________ and that they crave individual recognition within their group.
social rewards, group, formal, informal
HUMAN RELATIONS MOVEMENT - ELTON MAYO'S THE HAWTHORNE STUDIES o This study is important because they demonstrated that: 1. Workers are more motivated by s______ r________ and sanctions than by economic incentives; 2. Workers' actions are influenced by the g_____; 3. In any formal organization, both f_______ and i_______ norms exist.
social system, interpersonal
HUMAN RELATIONS MOVEMENT - ELTON MAYO'S THE HAWTHORNE STUDIES: o These studies constitute a landmark in management research because they were the first to describe organizations as a s_____ s_______, concluding that workers' productivity depends not only on physical factors but on i_________ ones as well.
The Hawthorne Studies
HUMAN RELATIONS MOVEMENT - ELTON MAYO: - were among the first studies that demonstrated the importance of the human side of organizations (late 1920s)
The Hawthorne Studies
HUMAN RELATIONS MOVEMENT - ELTON MAYO: o Begun as a result of scientific management and were designed to attempt to find a way of increasing efficiency and effectiveness by varying the level of illumination for workers in the organization. o As efficiency engineers at the Hawthorne plant were experimenting with various forms of illumination, they noted an unexpected reaction from employees. When illumination was increased, so was productivity. Surprisingly, however, when illumination decreased, production continued to increase. This same increase in productivity even occurred when the illumination was not changed at all.
The Hawthorne Studies
HUMAN RELATIONS MOVEMENT - ELTON MAYO: o Mayo found the explanation not in the changed working conditions, but in the changed way workers perceived themselves. By lavishing attention on the workers, the experimenters had made them feel as though they were important to the company. As a result, these formerly indifferent employees had coalesced into congenial, cohesive groups with a great deal of collective pride. o He maintained that workers are primarily motivated by togetherness and that they crave individual recognition within their group.
The Hawthorne Studies
HUMAN RELATIONS MOVEMENT - ELTON MAYO: o These studies constitute a landmark in management research because they were the first to describe organizations as a social system, concluding that workers' productivity depends not only on physical factors but on interpersonal ones as well.
The Hawthorne Studies
HUMAN RELATIONS MOVEMENT - ELTON MAYO: o This study is important because they demonstrated that: 1. Workers are more motivated by social rewards and sanctions than by economic incentives; 2. Workers' actions are influenced by the group; 3. In any formal organization, both formal and informal norms exist.
Mary Follett
HUMANISTIC APPROACH She stressed the interactions of management and workers. Follet is now considered a management visionary because she wrote about issues such as teamwork and empowerment in the early 20th century. To her, people were central to any business activity and she advocated giving greater responsibility to workers.
Mary Parker Follett
HUMANISTIC APPROACH - She is one of the first people to write about the human element in organization; a social worker and a pioneer in the field of organizational behavior.
power over, power with
HUMANISTIC APPROACH - MARY PARKER FOLLETT: She rejected the idea of imposing one's will over another, what she called "p______ o_____." Instead, she believed in "p______ w____
Mary Parker Follett
HUMANISTIC APPROACH - One of the first theorist to discuss organizational conflict. She viewed conflict as a fact of life and argued that managers needed to use conflict and make it work for the organization.
management, workers, teamwork, empowerment, central
HUMANISTIC APPROACH -MARY PARKER FOLLETT: She stressed the interactions of m________ and w________. Follet is now considered a management visionary because she wrote about issues such as t_________ and e__________ in the early 20th century. To her, people were c______ to any business activity and she advocated giving greater responsibility to workers
cogs, individual, informal, human relations, self actualizing
HUMANISTIC APPROACH: ➢ During the 1930s, management studies began to examine the concerns of the individuals who work in organizations. No longer were workers considered mere c___ in the machine of industry. Observation and study focused on the i________ and on the i_________ groups found within the formal organization; as theorists pondered how to integrate people into the work environment. ➢ This movement had two major schools: the h______ r_______ and the s____-a_______movement.
tools, interpersonal, simplistic, complexity
HUMANISTIC APPROACH: ➢ The writers of the humanistic schools challenged the view of employees as mere t______ of the organization, a view that underlay much of the classical perspectives. Their ideas forced managers to think about i_________ processes in the workplace and to consider workers as valuable resources. ➢ Although critics have accused some of these writers of being overly s________ about the nature of workers and individual c_________, their ideas remain very influential.
Compromise
HUMANISTIC APPROACH; MARY PARKER FOLLETT - THREE WAYS OF DEALING CONFLICT: accepted way of ending controversy, meant that each side had to give up something.
Domination
HUMANISTIC APPROACH; MARY PARKER FOLLETT - THREE WAYS OF DEALING CONFLICT: easiest way to resolve conflict; she saw it as a method that was typically unsuccessful in the long run.
Integration
HUMANSITIC APPROACH; MARY PARKER FOLLETT - THREE WAYS OF DEALING CONFLICT: achieved by first revealing the real conflict and then taking the demands of both sides and breaking them up into their constituent part so that the desires of both sides can be met without either side having to sacrifice anything.
Self Actualizing Movement
It emphasized designing jobs that would allow workers to satisfy higher-level needs and utilize more of their potential.
Abraham Maslow
One of the early proponents of Self-Actualizing Movement?
logistical, military, mathematical, management
QUANTITATIVE APPROACH ➢ After World War II, scientists, mathematicians, and statisticians contributed to the war effort by working to solve l________ problems related to m________ objectives. After the fighting ended, business executives in the United States and a number of other countries adopted many of these m_________ techniques in the hope of creating better and more sophisticated m___________ tools.
capital, employees, goods
QUANTITATIVE APPROACH: OPERATIONS RESEARCH applies advanced analytical and mathematical methods to help managers make better decisions related to materials, c_______ and e________. It is an applied field that is concerned with topics such as the best way to configure a production facility or the most effective way to distribute g______ that have been produced.
Operations Research
QUANTITATIVE APPROACH: WHAT CONCEPT IS THIS? applies advanced analytical and mathematical methods to help managers make better decisions related to materials, capital and employees. It is an applied field that is concerned with topics such as the best way to configure a production facility or the most effective way to distribute goods that have been produced.
awareness, measurement
QUANTITATIVE APPROACH: ➢ Overall, researchers in the quantitative school advanced manager's a_________ of how models and m_________-based approaches can be used in planning, controlling, and decision-making.
statistical, accurate, decision making, computers
QUANTITATIVE APPROACH: ➢ Thinkers within this school sought to apply complex mathematical, s________ and economic models to civilian organizations, so that managers could make a_________ predictions and hence, smarter decisions. ➢ Management scientists, in applying scientific analysis to managerial problems, share the goal of improving the manager's d_______-m______ ability, a high regard for economic effectiveness criteria, reliance on mathematical models, and the use of c________.
game, simulation, psychology
QUANTITATIVE APPROACH; DECISIONS THEORY MOVEMENT primarily concerns itself with studying rational decision-making procedures as well as how human managers actually reach such decisions. To do so, these theorists use techniques such as g______ theory, s_________ and linear programming. Many of the researchers in these movement have drawn on p_________ and economics to describe the decision-making process or to prescribe how decisions should be made.
Decisions theory movement
QUANTITATIVE APPROACH; WHAT MOVEMENT? primarily concerns itself with studying rational decision-making procedures as well as how human managers actually reach such decisions. To do so, these theorists use techniques such as game theory, simulation and linear programming. Many of the researchers in these movement have drawn on psychology and economics to describe the decision-making process or to prescribe how decisions should be made.
Other Disciples
SELF ACTUALIZING MOVEMENT Rensis Likert Warren G. Bennis Robert Blake Jane Mouton
Peter Drucker
SELF ACTUALIZING MOVEMENT introduced management by objectives, which advocates substituting a more participative approach for the traditional authoritarian style.
Chris Argyris
SELF ACTUALIZING MOVEMENT suggested that organizational structure can curtail self-fulfillment.
Theory X
SELF ACTUALIZING MOVEMENT: DOUGLAS MCGREGOR WHAT THEORY IS THIS? reflects what McGregor considered the perceptions that traditional, autocratic managers had of workers. In most workplaces, he argued, the average employee does not get to develop his or her full intellectual potential.
Maslow Needs Theory
SELF-ACTUALIZING MOVEMENT posits that humans have a hierarchy of needs; starting with the basic physical necessities of food, shelter, and clothing, his five ascending levels extend to the intangible needs of self-actualization and fulfillment.
dislike, coerced, punishment
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR ASSUMPTION OF THEORY X 1. Average human beings have an inherent d______ of work and will avoid it if they can. 2. People must be c_______, controlled, directed, and threatened with punishment to get them to work
directed, responsibility, self centered, change
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR ASSUMPTION OF THEORY X: 3. People prefer to be d_______, wish to avoid r________, have relatively little ambition, and, above all, want security. 4. People are s______-c_______ and do not like c______.
play, rest, direction, control
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR ASSUMPTION OF THEORY Y: 1. The expenditure of physical and mental effort in work is as natural as p_____ or r_____. 2. Individuals will exercise self-d______ and self-c______in the service of objectives to which they are committed.
proper, responsibility, imagination, ingenuity, creativity
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR ASSUMPTION OF THEORY Y: 3. People learn, under p______ conditions, not only to accept but also to seek r________. 4. I_______, i_______, and c________ are widely distributed among workers
Assumption of Theory X
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR WHAT ASSUMPTION IS THIS? 1. Average human beings have an inherent dislike of work and will avoid it if they can. 2. People must be coerced, controlled, directed, and threatened with punishment to get them to work
Assumption of Theory Y
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR WHAT ASSUMPTION IS THIS? 1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. Individuals will exercise self-direction and self-control in the service of objectives to which they are committed.
Assumption of Theory Y
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR WHAT ASSUMPTION IS THIS? 3. People learn, under proper conditions, not only to accept but also to seek responsibility. 4. Imagination, ingenuity, and creativity are widely distributed among workers
Assumption of Theory X
SELF-ACTUALIZING MOVEMENT : DOUGLAS MCGREGOR WHAT ASSUMPTION IS THIS? 3. People prefer to be directed, wish to avoid responsibility, have relatively little ambition, and, above all, want security. 4. People are self-centered and do not like change.
Douglas Mcgregor
SELF-ACTUALIZING MOVEMENT: - He set two assumptions: Theory X and Theory Y
jobs, needs, potential
SELF-ACTUALIZING MOVEMENT: It emphasized designing j____ that would allow workers to satisfy higher-level n_____ and utilize more of their p_______.
Theory Y
SELF-ACTUALIZING MOVEMENT: DOUGLAS MCGREGOR WHAT THEORY IS THIS? presents a much more positive picture of workers, but the assumptions that constitute this theory create challenges for managers. These assumptions imply that human nature is dynamic, not static - that human beings have the capacity to grow and develop. Consequently, Theory Y makes managers responsible for creating an environment that promotes employees' positive development. Theory Y managers do not try to impose external control and direction over employees instead manager allow them to exercise self-direction.
Ludwig Von Bertalanffy
SYSTEMS APPROACH WHO IS THE PROPONENT? one of the first people to write about the "system theory of the organism."
whole, outside
SYSTEMS APPROACH: ➢ Envisioning organizations as systems that function as a w_______, this movement integrates knowledge, gleaned from the biological, physical, and behavioral sciences. ➢ Envisions organizations as porous entities that are greatly affected by the o_______ world.
synergy, isolation, environment
SYSTEMS APPROACH: ➢ Systems theory also has given managers the concept of s________; that is, the concept that the whole is greater than the sum of its parts. When an organization is working well, each subunit can accomplish more that it could of it were working alone. ➢ Systems theory has resulted in managers not viewing organizations in i________, but remembering the importance of the e_________ to their organizations, and the interdependence of the subsystems with collective system.
themselves, dynamic, system
SYSTEMS APPROACH: LUDWIG VON BERTALANFFY: o He defined a system as "a set of elements standing in interrelation among t_______ and with the environment. The really important aspect is the interaction among the elements to create a whole, d________ system. This system, if it is an open one, interacts with its environment." o Thus, the s________ is influenced by the environment and in turn influences the environment
feedback, attendance, changes
SYSTEMS APPROACH: LUDWIG VON BERTALANFFY: o The library receives f________ from data such as the number of books circulated, the a________ at story hour or the comments of users, and then managers use that feedback to make c_______ in the library's operation.
Ludwig von Bertalanffy
SYSTEMS APPROACH: WHO IS THE PROPONENT? All of these inputs are received from the outside environment and taken into the library, where they are processed or transformed in some way. Then the library produces outputs, which can be as diverse as 1. books going home with patrons, 2. adults inquiring at the reference desk and having their information needs satisfied, or 3. children returning home talking about the story they heard at the library that morning.
Ludwig Von Bertalanffy
SYSTEMS APPROACH: WHO IS THE PROPONENT? o He defined a system as "a set of elements standing in interrelation among themselves and with the environment. The really important aspect is the interaction among the elements to create a whole, dynamic system. This system, if it is an open one, interacts with its environment." o Thus, the system is influenced by the environment and in turn influences the environment
Ludwig Von Bertalanffy
SYSTEMS APPROACH: WHO IS THE PROPONENT? o The inputs and the outputs vary according to the type of organization. In a public library, the inputs could be: 1. funding from the city to support services, 2. unprocessed books and journals being received, 3. users looking for information and reading material, or 4. children coming for a story hour.
Ludwig Von Bertalanffy
SYSTEMS APPROACH: WHO IS THE PROPONENT? o The library receives feedback from data such as the number of books circulated, the attendance at story hour or the comments of users, and then managers use that feedback to make changes in the library's operation.
type, city, unprocessed, information, story hour
SYSTEMS APPROACH: WHO IS THE PROPONENT? o The inputs and the outputs vary according to the t_____ of organization. In a public library, the inputs could be: 1. funding from the c____ to support services, 2. unprocessed books and journals being received, 3. users looking for i_______ and reading material, or 4. children coming for a s_____ h_____.
outside, home, reference, story
SYSTEMS APPROACH: LUDWIG VON BERTALANFFY: All of these inputs are received from the o_________ environment and taken into the library, where they are processed or transformed in some way. Then the library produces outputs, which can be as diverse as 1. books going h_____ with patrons, 2. adults inquiring at the r_______ desk and having their information needs satisfied, or 3. children returning home talking about the s______ they heard at the library that morning.
Mary Parker Follett
She rejected the idea of imposing one's will over another, what she called "power over." Instead, she believed in "power with."
cooperation, efficiency, Elton Mayo
THE HUMAN RELATIONS MOVEMENT: ➢ In general, the human behavior movement maintained that if the organization makes employees happy, it will gain their full c__________ and effort and therefore reach optimum e_________. ➢ Proponents of this school drew many of their ideas from research conducted by E_____ M_____ and a group of industrial psychologists at the Western Electric Hawthorne Plant in Chicago.
behavior, life, happy, optimum
THE HUMAN RELATIONS MOVEMENT: ➢ The human relations school focused on the individual's b_________ and quality of l____ in the organization, as well as on the needs, aspirations and motivations of individuals, of the group, and of the organizations. ➢ Fundamental assumption: if the management could make employees h_______, o________ performance would result.
