Org Com chapter 3

What happened in the first few days of the study?

The workers would not openly talk in front of the observer. Took three weeks for normal behavior to resume including talking, fighting, playing games, binging, teasing, job trading, helping etc.

Rensis Likert

Theorist whose work specifies the details of an organizational form that incorporates the ideals of the human resources movement

McGregor's Theory X and Theory Y

Theory X:Manager influenced by most negative aspects of classical management Theory Y:Manager who adheres to precepts of human relations movement

The social effect of the study:

it seemed that by being separated from the rest and being given special treatment the experiments developed a certain bond and camaraderie that also increased productivity.

The experiment effect of the hawthorne study:

making changes was interpreted by workers as a sign that management cared and provided mental stimulation that was good for morale and productivity.

Impetus for Human Resources Approach

50s, 60s, 70s - feeling models of employee needs insufficient for describing complexities of organizational life Evidence many of the human relations ideas do not hold up when tested

Human Resources Approach is Distinct

*Aspires to maximize organizational productivity and individual need satisfaction *Emphasizes contributions employee ideas can make to organizational functioning

Human Relations/Resources Communication

*Content: maintenance to innovation *Flow: horizontal to team-based *Channel: face-to-face to all channels *Style: informal to formal

Theory Y View of Human Nature

*Expenditure of effort natural *External control and punishment not only means *Commitment to objectives function of rewards associated with achievement *Average human accepts responsibility *Capacity to exercise imagination and ingenuity not rare *Intellectual potentialities only partially utilized

Human Relations and Human Resources in Organizations Today

*Human relations ideas seen in attitude of management toward employees *Human relations principles seen in job design

The Human Resources Approach

*Human resources theorists add to the mix *Emphasis on cognitive contributions of employees

Maslow Hierarchy of Needs

*Physiological Needs *Safety Needs *Affiliation Needs *Esteem Needs *Need for self-actualization

Propositions of Theory X Manager

*Responsible for organizing *People must be controlled and motivated -Average man is indolent -Lacks ambition -Inherently self-centered -Resistant to change -Gullible

Likert's System IV

*System I - exploitive authoritative organization *System II - benevolent authoritative organization *System III - consultative organization *System IV - participative organization *These four systems represent move from the worst scientific and classical management has to offer to human resources organization

Misuse of Human Relations Principles

*Used as manipulation Paradox of participation

Explanations of the findings

*Worker output increased as result of attention. -Hawthorne effect *Worker output increased through social factors. *Management style could account for some of the changes. *Subsequent analysis of data suggest Mayo and colleagues not correct -Reanalyses suggest more traditional explanations -Incentives -Pressure from management -Worker selection

What was the Bank wiring room study?

A study designed to study the social effects.

Hierarchy of needs

Abraham Maslow's idea which proposes that humans are motivated by a number of basic needs, including physiological needs, safety needs, affiliation needs, esteem needs, and the need for self-actualization.

Theory Y

Assumptions of a manager who adheres to the precepts of the human relations movement.

Theory X

Assumptions of a manager who is influenced by the most negative aspects of classical management theories

Human Resources Developments

Consideration of organizations as learning systems Development of systems of knowledge management Learning organizations (Senge, 1990)

Prepotency

Lower-level needs must be satisfied before an individual can move on to higher-level needs.

Who were the anthropologists that helped design the study?

Mayo and Warner from harvard. Process was broken into three tasks: wiring, soldering and inspecting.

The hawthorne Studies

Mayo and research team interested in how changes in work environment would impact productivity of factory workers The Illumination Studies The Relay Assembly Test Room Studies The Interview Program The Bank Wiring Room Studies

System I to system IV

Rensis Likert's four systems types that are differentiated in terms of motivational factors, communication, decision making, goal setting, control, influence, structure, performance.

The "How" of Human Resources Programs

Research suggests these programs often don't work More than a belief is required for success

Managerial/Leadership Grid

Robert Blake and Jane Mouton's tool for training managers in leadership styles that would enhance organizational efficiency and effectiveness and stimulate the satisfaction and creativity of individual workers.

Team Management

Structuring an organization in ways that maximize the contribution of employees, both individually and collectively.

The "What" of Human Resources Programs

Team management Employee involvement

workers were afraid of what?

That if someone produced more, the company would change the base rate of pay.

Hawthorne Effect

The phenomenon whereby mere attention to individuals causes changes in behavior

Knowledge management

The process of facilitating a cycle of knowledge creation, developments and application within an organization.

Second phase of the study:

The bank wiring room

Hierarchy of Prepotency

The five needs in Maslow's theory are arranged in a hierarchy.

Human resources approach

View of organizations that acknowledges contributions of classical and, especially, human relations approaches to organizing approach that concentrate on the contributions of all employees in reaching organizational goals.

Human relations approach

View of organizations that emphasizes the importance of human needs in the workplace.

Family metaphor

comparison used to describe a human relations approach that emphasizes that people thrive when needs are fulfilled and opportunities are provided for self-actualization.

Hawthorne Studies

research that attempted to discover aspects of the task environment that would maximize worker output and hence improve organizational efficiency, but which leads to explanations that revolved around the social and emotional needs of workers.

Two things emerged from the initial studies focused on lighting:

the experiment effect, social effect.

Learning organizations

workplaces that emphasize mental flexibility, team learning, a shared vision, complex thinking, and personal mastery.