The Human Behavior School

Presented by:Gorky SinghNeha KapoorSarish Chawla

Outcome of thoughts propounded by behavioral scientists

Considers organization as peopleOrganizational effectiveness depends upon

the relationships among people working in the organization

Goals of the organization are accomplished through and with people

Became more prominent since the inclusion of Hawthorne experiments conducted by Elton Mayo

The Human Behavior School

In this approach the management considers individuals working within the organization as the most important

Human relations approach and behavioral science approach are used interchangeably

Human behavior school is heavily oriented towards psychology, sociology, social psychology, philosophy and anthropology

Knowledge of biology, physics, mathematics, ecology and geography also applied

Many psychologists and sociologists have made major contributions to this school of thought.

Psychologists like Maslow, Frederick Herzberg, Lymann Porter have made significant contributions in the field of individual needs, human aspirations, job factor, styles of leadership, motivation etc

Sociologists like Gouldner have made significant contributions to the scientific study of organizations

Recently, organization change has become the most fascinating subject of research among behavioral scientists

Subjects Contributing to the study of Human Relations Psychology Sociology Social Psychology Philosophy Anthropology Ecology and Geography Political Science

Characteristics of Human Behavior School1) Workers' attitudes are associated with productivity.

2) The workplace is a social system and informal group influence could exert a powerful effect on individual behavior.

3) Style of supervision is an important factor in increasing workers' job satisfaction.

4) The studies also found that organizations should take steps to assist employees in adjusting to organizational life by fostering collaborative systems between labor and management.

5) Manager should possess skills for diagnosing the causes of human behavior at work, interpersonal communication, and motivating and leading workers.

Thus, the human relations school focuses on issues of communication, leadership, motivation, and group behavior.

Broad Features of Human Behavior SchoolManagement is getting things done through

people, and hence a manager needs to understand human relations

Emphasis on interpersonal relationsGetting greater production through good

human relationsMotivation, leadership, communication,

training, participative management, group dynamics are assigned importance

Draws concepts heavily from psychology and social psychology

Main contributors and thinkersElton MayoRoethlisbergerDouglas McGregorKeith Davis

Elton Mayo, his life and experiments

Australian psychologist, sociologist and organization theorist.

known as the founder of the Human Relations Movement

known for his research including the Hawthorne Studies and his book The Human Problems of an Industrialized Civilization (1933).

George Elton Mayo (26 December 1880 - 7 September 1949)

lectured at the University of Queensland from 1911 to 1923 before moving to the University of Pennsylvania, but spent most of his career at Harvard Business School (1926 - 1947), where he was professor of industrial research.

On 18 April 1913 he married Dorothea McConnel in Brisbane, Australia. They had two daughters, Patricia and Gael.

George Elton Mayo (26 December 1880 - 7 September 1949)

One of the most celebrated social scientists of the age

Internationally acclaimed

Experiments provided new scientific foundations for management

Skilled and charming lecturer

George Elton Mayo (26 December 1880 - 7 September 1949)

Human relations theory is characterized by a shift in emphasis from TASK to WORKER

Go beyond physical contributions to include creative, cognitive, and emotional aspects of workers

Based on a more dyadic (two-way) conceptualization of communication.

SOCIAL RELATIONSHIPS are at the heart of organizational behavior--effectiveness is contingent on the social well-being of workers

Workers communicate opinions, complaints, suggestions, and feelings to increase satisfaction and production

Principles of Human Relations Theory

Ten year study

Four experimental & three control groups

Five different tests

Test pointed to factors other than illumination for productivity

1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years

Interpretation, money not cause of increased output

Factor that increased output, Human Relations

Human Relations Movement

Illumination Studies – 1924-1927

Conducted at “Hawthorne Works”, a Western Electric factory outside Chicago

Conducted by The National Research Council (NRC) of the National Academy of Sciences with engineers from MIT

Measured Light Intensity vs. Worker Output

Result – Each change (including decreases) resulted in higher output and reported greater employee satisfaction

Conclusions: Light intensity has no conclusive effect on output Productivity has a psychological component –

Researchers interaction with the workers influenced higher performance

Concept of “Hawthorne Effect” was created

Illumination Studies – 1924-1927

Relay Assembly Test Experiments

1927-1929

Group of 6 Women – (5) Assemblers and (1) Layout Operator

One Observer – Explained every incremental change and recorded results

Manipulated factors of production to measure effect on output: Pay Incentives Length of Work Day & Work Week Use of Rest Periods Company Sponsored Meals

Management Visits / Special Attention

Result – Most changes resulted in higher output and reported greater employee satisfaction

Conclusions: Experiments yielded positive effects even with negative

influences – workers’ output will increase as a response to attention

Strong social bonds were created within the test group. Workers are influenced by need for recognition, security and sense of belonging

Relay Assembly Test Experiments 1927-1929

Measured output changes with changes in work conditions only:Special Observation RoomLength of Work DayUse of Rest PeriodsWorkers stayed on established Piece-rate

compensation

Result - Productivity increased by 15% over standard output base

Conclusions: Productivity is affected by non-pay

considerationsSocial dynamics are a basis of worker

performance

Mica Splitting Test Group - 1928-1931

1925-1927 – Objective Questions Work Conditions Work Relationships Yes/No Answers

1928-1932 – Conversational / Non-directive Attentive Sympathetic Listening Concern for personal needs Increased in time from 30-90 minutes

Result – Remarkable positive employee perceptions: Working Condition Improved (no real changes) Better Wages (no real changes)

Conclusions: New Supervisory Style improved worker morale Complaints reflected personal and/or social barriers

that needed attention in order to raise productivity

Plant Interview Program – 1925-1932

14 Male Workers

Few Special Conditions Segregated work area No Management Visits Supervision would remain the same Observer would record data only – no interaction with workers

New incentive pay rate was established for the small group

Any increases in output would be included in departmental pay incentives

Result – Negative changes in output

Conclusions: Well established performance norms existed in the group Informal Social Organization dictated little deviation from

established production standards – Systemic Soldiering Informal Social Organizations protect workers from

managers who Raise production standards Cut pay rates Challenge workplace norms

Bank Wiring Observation Group – 1931-1932

Illumination Study (November 1924) Designed to test the effect of lighting intensity on worker productivity

Relay Assembly Test Room Study (1927-1932) Assembly of telephone relays Production and satisfaction increased regardless of manipulation Workers’ increased production and satisfaction related to supervisory practices Human interrelationships are important contributing factors to worker

productivity Bottom Line: Supervisory practices increase employee morale AND

productivity Interviewing Program (1928-1930)

Investigate connection between supervisory practices and employee morale Employees expressed their ideas and feelings (e.g., likes and dislikes) Process more important than actual results

Bank Wiring Room Observation Study (November 1931 - May 1932) Social groups can influence production and individual work behavior Informal organization constrains employee behavior within formal

organizational structure

“The Hawthorne Studies”

Illumination Study (November 1924) The mere practice of observing people’s behavior tends to alter their

behavior (Hawthorne Effect) Relay Assembly Test Room Study (1927-1932)

Relationships between workers and their supervisors are powerful Human interrelationships increase the amount and quality of worker

participation in decision making Interviewing Program (1928-1930)

Demonstrated powerful influence of upward communication Workers were asked for opinions, told they mattered, and positive

attitudes toward company increased Bank Wiring Room Observation Study (November 1931 - May

1932) Led future theorists to account for the existence of informal

communication

Taken together, these studies helped to document the powerful nature of social relations in the workplace and moved managers more toward the interpersonal aspects of organizing.

Hawthorne Studies - Implications

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Human Relations recognizes that there are other factors beyond rational economics that drive individual behavior.

Productivity and satisfaction are inextricably linked—You cannot forget the human side of the equation!!

Impact of the Hawthorne Studies

Not conducted with the appropriate scientific rigor necessary

Too few subjects No control groupsSubjects replaced with more

“cooperative” participants

WORTHLESSGROSS ERRORSINCOMPETENCE

Hawthorne Studies - Criticisms

The trend toward globalization has changed the speed and the way we do business today.

Technology has enabled the innovation and speed in the global economy.

It is important to understand how to work with people around the world.

Current and Future Challenges in the 21st Century

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Use knowledge effectively to continually innovate in order to compete in the new global economy.

Increase awareness of the need for ethical business practices, as well as new corporate governance requirements.

Develop plans to prevent and/or deal with crises that may occur.

Current and Future Challenges in the 21st Century

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Nine Guidelines to Effective Human Relations

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Human relations problems often occur when the psychological contract is not met.

Psychological contract – The shared expectations between people.

Three alternatives to resolve human relations problems are change the other person, change the situation, and change yourself.

Handling Human Relations Problems

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–

Mayo said

“Man’s desire to be continuously associated in work with his fellows is a strong, if not the strongest, human characteristic. Any disregard of it by management or any ill-advised attempt to defeat this human impulse leads instantly to some form of defeat for management itself.”

Thank you!