h2 management thoughts.pptVIP

2.3.1 The Hawthorne Studies Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932. The studies were initially devised as a scientific management experiment to assess the impact of changes in various physical environment variables on employee productivity. Other experiments looked at redesigning jobs, making changes in workday and workweek length, introducing rest periods, and introducing individual versus group wage plans. * Illumination studies: Worker productivity was measured at various levels of light illumination. Researchers found that regardless of whether the light levels were raised or lowered, productivity rose. intensity of illumination not related to productivity * Actually, it appears that the workers enjoyed the attention they received as part of the study and were more productive. Hawthorne Effect: When special attention is given to workers by management, productivity is likely to increase, regardless of actual changes in the working conditions. * 2.3.2 Mayo’s Theory Social norms or group standards were the key determinants of individual work behavior. People’s behavior and attitudes are closely related. Group factors significantly affect individual behavior. Money is less a factor in determining output than are group standards, group attitudes, and security. Contribution of Mayor: – changed the dominant view that employees were no different from any other machines stimulate an interest in human behavior in organizations *  Theory X and Y Douglas McGregor proposed the two different sets of worker assumptions. Theory X: Assumes the average worker is lazy, dislikes work and will do as little as possible. Managers must closely supervise and control through reward and punishment. Theory Y: Assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work. Managers should allow the worker great latitude, and create an o