Human Relations Movement

HUMAN RELATIONS MOVEMENT

Chester Barnard Mary Parker Follett Hawthorne Studies

by Elton May Douglas McGregors

William Ouchi Theory

CHESTER BARNARD

(1886-1961)

was an American business executive, public administrator, and the author of pioneering work in management theory and organizational studies.

His landmark 1938 book, Functions of the Executive, sets out a theory of organization and of the functions of executives in organizations. The book has been widely assigned in university courses in management theory and organizational sociology

Chester Barnard (1886-1961)

Functions of the ExecutiveBarnard summarized the functions of the executive as follows:

Establishing and maintaining a system of communication;

Securing essential services from other members;

Formulating organizational purposes and objectives.

Authority and incentivesBarnard formulated two interesting

theories: one of authority and the other of incentives. Both are seen in the context of a communication system grounded in seven essential rules:

1. The channels of communication should be definite;

2. Everyone should know of the channels of communication;

3. Everyone should have access to the formal channels of communication;

Authority and incentives

4. Lines of communication should be as short and as direct as possible;

5. Competence of persons serving as communication centers should be adequate;

6. The line of communication should not be interrupted when the organization is functioning;

He described four general and four specific incentives. The specific incentives were:

Money and other material inducements; Personal non-material opportunities for distinction;

Desirable physical conditions of work; Ideal benefactions, such as pride of workmanship etc.

Every communication should be authenticated.

MARY PARKER FOLLETT(1868-1933)

MARY PARKER FOLLETT (1868-1933)

Occupation:social worker, management theory writer and speaker

Known for:pioneering ideas introducing human psychology and human relations into industrial management

About Mary Parker Follett:

Modern management theory owes a lot to a nearly-forgotten woman writer, Mary Parker Follett.

Mary Parker Follett was born in Quincy, Massachusetts. She studied at the Thayer Academy, Braintree, Massachusetts, where she credited one of her teachers with influencing many of her later ideas. In 1894, she used her inheritance to study at the Society for Collegiate Instruction of Women, sponsored by Harvard, going on to a year at Newnham College, Cambridge, in 1890. She studied on and off at Radcliffe as well, starting in the early 1890s


Mary Parker Follett advocated for a human relations emphasis equal to a mechanical or operational emphasis in management. Her work contrasted with the "scientific management" of Frederick W. Taylor (1856-1915) and evolved by Frank and Lillian Gilbreth, which stressed time and motion studies.


Mary Parker Follett stressed the interactions of management and workers. She looks at management and leadership holistically, presaging modern systems approaches; she identifies a leader as "someone who sees the whole rather than the particular."


Admonished over managing employees, a process known as “bossism” and she is regarded by some writers as the MOTHER of Scientific Management.

About Mary Parker Follett:Pioneered the understanding of lateral process within hierarchical organizationsThe importance of informal processes within organizations

The idea of the “AUTHORITY OF EXPERTISE”


Her ideas gained great influence after CHESTER BARNARD, in his “Functions of the Executive”


Her ideas on negotiation, power and employee participation were highly influential in the development of the fields of :Organizational studiesAlternative dispute resolution

The Human relations Movement

About Mary Parker Follett:Barnard’s work, which stressed the critical role of “soft” factors such as communication and informal processes in organizations, owed a telling yet undisclosed debt to Follett’s thought and writings.


Mary Parker Follett died in 1933 on a visit to Boston. After her death, her papers and speeches were compiled and published in 1942 in Dynamic Administration, and in 1995, Pauline Graham edited a compilation of her writing in Mary Parker Follett: Prophet of Management. The New State was reissued in a new edition in 1998 with helpful additional material.


Her work was mostly forgotten in America, and is still largely neglected in studies of the evolution of management theory, despite the accolades of more recent thinkers like Peter Drucker. Peter Drucker called her the "prophet of management" and his "guru."

HAWTHORNE

STUDIES BY ELTON

MAY(1924-1932)

THE HAWTHORNE STUDIES

Conducted at the Chicago Hawthorne Plant of Western Electric by Elton Mayo and researchers from Harvard University.

Criticized for poor research method but stimulated considerable interest in human problems on the job.


The studies investigated the effects of changes in illumination on productivity.

As illumination was increased for the experimental group, the production of both groups increased. When it was decreased for both groups until the level of illumination reached moonlight , at which point there was a significant decrease in output for both groups.

The researchers concluded that lighting had little effect on production. Little or no effects of the number and length of work breaks, refreshments, length of workdays and temperature, and humidity were observed.


THE HAWTHORNE STUDIESAn incentive plan and work norms was

studied:The researchers anticipated that

fast workers would pressure slow workers to increase their output.

They found out that group norms were set and workers were pressured not to be rate busters by overproducing

o Work norms had more influence than wage incentive plans

Douglas McGregors (1906-1964)

Developed the managerial implications of Maslow’s theory. He noted that one’s style of management depends on one’s philosophy of humans and categories those assumptions as Theory X and Theory Y.

Douglas McGregors

THEORY XManager’s emphasis is on

the goal of the organizationAccording to this theory,

most people want to be directed and to avoid responsibility because they have little ambition

THEORY YEmphasis is on the goal of the individual Managers assumes that people do not inherently dislike work and that work can be a source of satisfactionManagers assume that workers have the self direction and self control necessary for meeting their objectives and will respond or rewards for the accomplishment of those goalsAllows participation

WILLIAM OUCHI

THEORY

THEORY ZThe Japanese form a participative management is known as Theory Z. The major firms of Japan are organized into zaibatsu, small groups of 20 to 30 firms representing each important industrial sector.

SUBASSEMBLY

EMPLOYEES are hired to work for the host firm until retirement at age of 55 years.They then work on a part time basis for a satellite company.

WOMEN worked temporarily and served a buffer to the job security of the male work force.

OFRINGI a ritual that passes idea from manager to manager approval

THE JAPANESE THEORY Z managers focus on the four soft S’s of management:

staff, skills, style and superordinate goal.

William Ouchi (1943) contrasts Japanese organizations in the United States. The Japanese organizations have

“lifetime employment; slow evaluation and promotion; nonspecialized career paths; implicit control mechanisms; collective decision making; collective responsibility; and wholistic concern,

whereas the organizations in the United States have,

“short-term employment; rapid evaluation and promotion; specialized career paths; explicit control mechanisms; individual decision making; individual responsibility; and segmented concern”

THE END…

Human Relations Movement

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