Transcript BEHAVIORAL MANAGEMENT THEORY

CAVENDISH UNIVERSITY ARMENIA
2008
Contemporary Trends in Developing and
Organizing Management
BEHAVIOURAL MANAGEMENT THEORY
HUMAN RELATIONS APPROACH
ELTON MAYO STUDIES
Zeinab Hasrati
Makruhi Keshishyan
Hovhannes Petrosyan
THE BEHAVIORISTS TOOK MANAGEMENT
ANOTHER STEP FORWARD
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They focused on employees
As individuals
As parts of work groups
As persons with needs to be met by the organization
George Elton Mayo (1880 - 1949)
The role that Mayo had in the development of
management is usually associated with his discovery of
• Social man and the need for this in the work place.
• Mayo found that workers acted according to
sentiments and emotion.
• He felt that if you treated the worker with respect and
tried to meet their needs than they would be a better
worker for you and both management and the
employee would benefit.
The Hawthorne Plant of WESTERN ELECTRIC
Chicago(29,000 employees)
The Hawthorne Studies (or Hawthorne Experiments) were
conducted from 1927 to 1932 at the Western Electric
Hawthorne Works in Cicero, Illinois (a suburb of Chicago)
The experiments
• There were four main phases to the Hawthorne
experiments:
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The illumination experiments
The relay assembly test room
The interviewing program
The bank wiring observation room
1.The illumination experiments
The workers were divided into two
groups
A. experiment group
B. control group
Performance Recording Device
2.The relay assembly test room
The experiment was divided
into 13 periods during which
the workers were subjected
to a series of planned and
controlled changes to their:
A. Conditions of work
B. Hours of work
C. Rest pauses
D. Provision of refreshments
Women in the Relay Assembly
3.The interviewing program
20.000 interviews
A. An impartial and nonjudgmental approach
B. Concentrated on
listening
Interviews
period
30 min
90 min
Factory Cabling Department
4.The bank wiring observation room
14 men
The group developed it’s own pattern of informal social relations
and norms of what constituted proper behaviour
Group pressures on individual workers were stonger than financial
incentives offered by management
CONCLUSION
Workplaces are social environments and within
them, people are motivated by much more than
economic self-interest
In the training world, the Hawthorne Effect is a chameleon
The mere act of showing people that you're concerned about
them usually spurs them to better job performance
Carrying the theory to the edges of cynicism, some
would say it doesn't make any difference what you
teach because the Hawthorne Effect will produce
the positive outcome you want.
In fact, the contention is that about 50% of any
successful training session can be attributed to
the Hawthorne Effect.
The Hawthorne Effect has also been called the
'Somebody Upstairs Cares' syndrome
When people spend a large portion of their time at work,
they must have a sense of belonging, of being part of a
team. When they do, they produce better. That's the
Hawthorne Effect.