human relations era
TRANSCRIPT
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Human Relations Era of Management 1930-1964
Prepared by:Chris Ahearn, Mary Jo Conery, Keith Greer, Linda Griffin, Cliff Moon, Ann Zeches
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Leadership Eras
1900-1929: Scientific Management 1930-1964: Human Relations 1965-1980: Systems/Situational 1981-present: Emerging Theories
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Historical Context
The Human Relations Era emerged after the Depression when
institutions failed people. people were treated as if superfluous and
expendable. having to do without was commonplace.
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Transition from Scientific Management to Human Relations
Scientific Management– focused on productivity
and profit– workers were viewed as
extensions of the machine
– time/motion studies– fragmentation of work
OUTCOME– did not address the
emotional and social needs of employees
– resulted in worker apathy, boredom, low creativity, wasted human resources
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Human Relations Theory
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Essential Concept
Leaders need to understand workers as human beings with social and emotional needs.
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Key Principles
Employee satisfaction increases productivity.
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Key Principles
Employee satisfaction increases productivity. A network of human relations exists in any
workplace environment.
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Key Principles
Employee satisfaction increases productivity. A network of human relations exists in any
workplace environment. The workplace environment should focus on
needs of employees.
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Key Principles
Employee satisfaction increases productivity. A network of human relations exists in any
workplace environment. The workplace environment should focus on
needs of employees. The feelings of people are as important as
the logical and economic aspects of an organization.
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Key Principles
Employee satisfaction increases productivity. A network of human relations exists in any
workplace environment. The workplace environment should focus on
needs of employees. The feelings of people are as important as
the logical and economic aspects of an organization.
Management requires effective social skills.
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Assumptions
Human beings are motivated by needs.
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Assumptions
Human beings are motivated by needs. Human beings are not always logical.
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Assumptions
Human beings are motivated by needs. Human beings are not always logical. Human beings are interdependent and
behavior is shaped by the social context.
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Assumptions
Human beings are motivated by needs. Human beings are not always logical. Human beings are interdependent and
behavior is shaped by the social context. The informal group impacts job roles.
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Assumptions
Human beings are motivated by needs. Human beings are not always logical. Human beings are interdependent and
behavior is shaped by the social context. The informal group impacts job roles. There is no automatic correlation between
the individual and organizational needs.
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Assumptions
Human beings are motivated by needs. Human beings are not always logical. Human beings are interdependent and
behavior is often shaped by the social context. The informal group has a strong impact on job
roles. There is no automatic correlation between the
individual and organizational needs. Teamwork is essential.
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Human Relations Theorists
Mary Parker Follett Elton Mayo Abraham Maslow Douglas McGregor Chester Barnard Frederick Herzberg
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Mary Parker Follett
1868-1933 Known as a visionary genius Creative Experience (1924) Influenced theorists of the Human
Relations Era and beyond
“Just about everything written today about leadership and organizations comes from Mary Parker Follett’s writings and lectures.”
Warren Bennis
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Her Revolutionary Ideas
Relationships matter. Mutual influence is developed when people work together.
Management is a function, not a toolbox. Leadership is a dynamic force between and
among people. Do not try to control people. Control the
situation together.
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Ahead of Her Time
Conflict can be constructive. There is no progress without conflict.
All organizations are social organizations including business and government.
The individual in the organization must have a measure of control.
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Quotes from Mary Parker Follett
“Whereas power usually means power-over, …it is possible to develop the conception of power-with.”
“The best leader has no followers, but men working with him. The great leader wants to be a leader of leaders.”
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George Elton Mayo
1880-1949 Successful Academic Clinical Psychologist Public Speaker Hawthorne Studies
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Hawthorne Studies
1927-1932 Western Electric Hawthorne Works in Chicago Purpose: to study productivity and work conditions Researchers desired to find what kind of changes
would influence productivity Six women from assembly line were segregated with
friendly supervisor so they could be evaluated for productivity using the following work condition variables: breaks, temperatures, hours, humidity
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Results of Studies
The women became a team Developed an increased sense of
responsibility Greater productivity
THE HAWTHORNE EFFECT
The need for recognition, security and sense ofbelonging is more important than the physical conditions under which the employee works.
ATTENTION = PRODUCTIVITY
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Mayo’s Contribution
Mayo had discovered a fundamental concept. Workplaces are social environments and within them, people are motivated by much more than self-interest.
Thus,
THE HUMAN RELATIONS ERA HAD BEGUN!
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Abraham Maslow
1908-1970 Neo-Human Relation
Theorist Investigations of human
behavior occurred between 1939 and 1943
Individuals are born with innate needs
The Humanistic Psychologist
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Hierarchy of Needs Theory
Physiological Safety Love Esteem Self-Actualization
Characteristics of needs When lower-order need is satisfied, a higher-order need appears that needs to be satisfied Order of needs from lowest to highest The lower the need, the > its strength, potency, or priority Higher needs also appear later in one’s life
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Hierarchy of Needs
Basic Needs Hunger, thirst, sleep… Safety Needs Protection against
danger
Love Need Gregariousness Esteem Need Desire for self-respect Self-Actualization Job satisfaction
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Contributions
In the past, management reward systems have attempted to satisfy an individual’s lower level needs, safety, psychological, and the threat to a worker or his family
Management reward systems are now endeavoring to satisfy the individual’s high level needs for esteem and self-fulfillment
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Douglas McGregor
1906-1964 Wrote The Human Side
of Enterprise (1960) Coined the terms
Theory X and Theory Y: Ways of viewing people and their motivation
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Contributions
Theory X Assumptions: Work is inherently distasteful to most people; will
avoid it if at all possible Most people must be controlled and threatened
before they will work hard enough Most people prefer to be directed, dislike
responsibility, are unambiguous, desire security
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Contributions
Theory Y Assumptions: Work is as natural as play if conditions favorable People will direct themselves if committed to the
aims of the organization If a job is satisfying, the result will be commitment to
the organization The average person learns and seeks responsibility Imagination, creativity, and ingenuity can be used to
solve problems; the average mind is underutilized
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Chester Barnard
1886-1961 Sociological Theorist The Functions of the
Executive Progressive Contributions
on the Organization
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Barnard’s Influence on Executive Education
Role of the Executive Theory of Authority Zone of Indifference Reinventing Leadership Unforeseen Outcomes of the Liberal Arts
Educational Approach
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Human Relations in Management
Role of the Executive (superordinate) and the employee (subordinate)
Human Relations Management – advancing democratic ideals– advantages and problematic issues
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Barnard’s Cautions for Future Organizations
In His Own Words. . .– Human and cultural diversity awareness– Abnormality of organizational success– Constraints on the “executive art”– Teachings applied to modern education (K-12)
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Frederick Herzberg
1923 – 2000 Pioneer of Motivation Work itself can be a
motivator
“One of the most influential management teachers and consultants of the postwar era. . .”
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Accomplishments
•Originator of Motivation-Hygiene Theory
•Researched work-related motivations of thousands of employees
•Father of Job Enrichment
•Authored influential books and articles:
- The Motivation to Work
- Work and the Nature of Man
- “One More Time: How Do You Motivate Employees?”
- “Managers or Animal Trainers?”
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Herzberg’sMotivation-Hygiene Theory
Hygiene Factors (Job Environment/Animal Needs/Extrinsic)
Company Policy & Administration
Supervision Interpersonal Relations Working Conditions Salary, Status, and Security
Motivation Factors(Job Content/Human Needs/Intrinsic)
Achievement Recognition Work Itself Responsibility Advancement and Growth
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Herzberg’s Contributions
Two Factor Theory: hygiene and motivation Satisfaction and dissatisfaction at work arose from different
factors; were not opposing reactions to same factors Shaped modern thinking about reward and recognition in the
workplace Motivation comes from job content Job Enrichment versus Job Rotation (management by motivation
v. management by movement)
“If you want people to do a good job for you, then you must give them a good job to do.”
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Conclusions About the Era
Lingering Impacts– management had a positive
attitude towards workers– efforts to enrich jobs to
keep them interesting– gave rise to the Human
Resources approach
Criticisms– too concerned with worker
satisfaction– not much actual evidence
supporting it, although it held popular appeal
– sometimes implemented superficially
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Conclusions About the Era
“One best way” approaches to management not the answer
Scientific = focus on production
Human Relations = focus on personnel
Social Systems/Situational Era-interaction of people and production
-situation as determining factor in
management approaches