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"To make others happier and better is the highest ambition" (John Lubbock)
From its heyday period of 1929-1951, and even before and after, a diverse set of
new ideas emerged out of many fields, primarily psychology and sociology, almost
by accident, to change the shape of organizational science. The heyday period was
really the first time that the orientations, feelings, and values of workers were
seriously treated as being a valid and important part of organizational dynamics
and deserving of incorporation in organizational theory. There were numerous
contributors, along with numerous ideas, and no lecture note can ever hope to
provide a comprehensive review. Hence, the selections below should be taken as
only a sample of the human relations management style movement. Skipped is the
usual introductory section where these lecture notes try to sort out the constructs
and concepts involved in naming the movement. It goes by a lot of names: e.g., the
social man movement, democratic management theory, participative management,
etc., and the list could go on and on. What really matters are the ideas, and NOT so
much who contributed what and what name was given to their contribution.
It's difficult to tell the story of the human relations movement in chronological
order, although some attempt is made here. It is considered conventional to cite the
father of the "human relations" movement as Elton Mayo (1880-1949), a Harvard
professor trained in psychopathology who is most famous for the well-known
"Hawthorne Studies" -- a series of 20-year experiments at a Western Electric plant
in Cicero, Illinois which began in 1927. Originally, the Hawthorne Studies were
intended to be a study in scientific management in the tradition of F. W. Taylor, and
there were three major projects carried out: (1) the illumination experiments; (2)
the relay assembly room study; and (3) the bank wiring room study. Out of these
studies, a phenomenon known as the Hawthorne Effect was discovered, and this
phenomenon has been generalized to almost every theory in every field of study
there is.
(2.) In the relay assembly room study, a group of employees were taken off the
regular assembly line and placed in a special room. The researchers did this in an
effort to isolate the employees who were being studied from the rest of the assembly
line. The researchers wanted to see if this change in the work environment
impacted productivity. The employees selected for assignment to the relay assembly
room were treated differently from regular employees. For example, they were
given extra break during the course of the shift and were allowed to leave thirty
minutes before their shift would have normally been over with pay. In addition, the
workers were given free lunches and assigned to work a five-day week, instead of
the normal six day week required at that time. The researchers expected to see an
eventual drop in productivity, but were surprised to see steady gains in
productivity, and even a decline in absenteeism. This illustrated the hawthorne
effect once again.
(3.) In the bank wiring room study, researchers were specifically interested in
learning more about the social nature of work groups, so a group of fourteen
employees who wired telephone switchboard banks were studied. A researcher
continuously observed the behavior of the employees and took notes on his
observations. The bank wiring employees were paid according to how many units
they wired that met quality standards. However, virtually all of the employees
wired approximately 6,600 units per day, which almost never varied from day to
day or from week to week. The researchers discovered that most employees were
capable of producing more than this number of units, but when they attempted to
do so, their fellow workers put informal pressure on them to refrain from doing so.
The researchers concluded that informal relationships among workers were more
important than money for these workers.
Mayo (1945) stated that the reason workers are more strongly motivated by
informal things is that individuals have a deep psychological need to believe that
their organization cares about them. Workers want to believe their organization is
open, concerned, and willing to listen. When workers complain about something,
they don't often have any factual basis for a valid complaint because all they want is
some "validation" they are part of the organization. The sociological implications
are that the human dimensions of work (group relations) exert a tremendous
influence on behavior, overriding the organizational norms and even an individual's
self-interests. This discovery of "social capacity" was nothing short of revolutionary
for human resource management and ushered in a whole new era of "employee-
centered management." The "Cult of Mayoism" became the dominant paradigm of
the day, as administrators everywhere sought to re-train supervisors to play the role
that Mayo's assistants played. This led to the establishment of "management
retreats" where managers engaged in Rogerian therapies, Maslowian therapies,
sensitivity training, Parent-Adult-Child training, and any other form of group
dynamics to become more employee-centered.
1. Supervisors should not act like supervisors -- they should be friends, counselors to
the workers
2. Managers should not try to micro-manage -- there should be no overriding concern
for production
3. People should be periodically asked how they feel about their work -- and their
supervisors
4. Humanistic supervision plus morale equals productivity -- the Mayo formula
5. Humor and sarcasm are good in the workplace -- it's all part of group dynamics
6. Workers should be consulted before any changes -- and participate in change
decisions
7. Employees who leave should be exit-interviewed -- turnover should be kept to a
minimum
Mayoism was criticized on several grounds, most of which revolved around the
claim it was "cow psychology" which could be expressed by the phrase "Contented
Cows Give More Milk." Mayoism was a bit too idealistic in trying to remove all
forms of conflict within an organization, a bit too evangelistic in trying to save the
world, and it excused much immaturity and irresponsibility among the workers.
Some of the harshest critics were March & Simon (1958) and Charles Lindblom
(1959). March & Simon (1958) called Mayoism a "garbage-can model" of decision-
making because it was basically irrational and seemed to offer a garbage can full of
easy answers. March & Simon themselves were critics of perfect rationality, and
gave us such terms as "bounded rationality" and "satisficing" to explain the kinds of
things managers have to settle for. Lindblom (1959) also studied the process of
limited rationality, and said that Mayoism can't figure out how to sort and value-
rank competing employee needs relative to a particular problem. Therefore, it
results in an incremental (slow, step-by-step) approach to innovation because a
manager must act on compromises.
CHESTER BARNARD
• First are orders that are unquestionably acceptable and that are always obeyed
because they lie within what Barnard called their zone of indifference, or typically
dealt with things that are part of an employee's job description and are routine.
• Second are orders that may or may not be followed, depending upon the employee
and the conduct accepted by the employee's informal organization because such
orders come close to being unacceptable.
• Third are orders that are completely unacceptable and that will always be
disobeyed because these kinds of orders go way beyond an employee's zone of
indifference.
W. EDWARDS DEMING
The "guru of quality management" is W. Edwards Deming (1900-1993), an
American statistician, college professor, and business consultant who is perhaps best
known for his work in Japan doing postwar reconstruction. He was only supposed
to assist Gen. MacArthur with re-establishing the Japanese census, but in the
process of teaching Japanese industrialists statistical process control (SPC), he
found himself lecturing from 1950-1960 on concepts of quality. The Japanese started
applying his ideas about quality, and then started experiencing heretofore unheard
of levels of productivity, turning Japan into an economic powerhouse and creating a
whole new international demand for Japanese products (establishment of customer
brand loyalty). His book (Deming 1986) is regarded as the classic masterpiece on
how to do high-quality, productive, and satisfying work. Deming's 14 points are
able to take any organization and make it efficient and capable of enduring almost
any problem by introducing a Plan, Do, Check, Act cycle of continuous
improvement. A key feature is how workers are to be treated since he believes that
taking the fear out of the workplace will make employees have pride in their
workmanship and this will in turn increase production. Along these lines, Deming
taught that making changes in response to "normal" variation within an
organization was unwise, and a proper understanding of variation includes the
mathematical certainty that variation will normally occur within six standard
deviations of the mean. Thus Six Sigma -- the symbol for standard deviation --
became the symbol of so-called "Black Belts" with organizational transformation
expertise. Deming's 14 points are:
THEORY Z
CHRIS ARGYRIS
Chris Argyris (1957) was a social science researcher who advocated a type of
participant-observation research based on Hawthorne Effect-like principles, i.e.,
involving your research subjects in designing the way your survey questions are
worded and how concepts should be operationally defined and measured. He
founded a management theory called "Immaturity-Maturity Theory" which is
based on an organic model of organizations as living, happy beings, and requiring
managers to be babysitters at times and reality therapists at other times. He is more
commonly known for his more modern work in the area of "learning organizations"
where he has pioneered the notions of "single-loop" learning (actions lead to
consequences) and "double-loop" learning (consequences lead back to decisions
about which actions to take). In any event, his presence in the human relations
movement is formidable. He has long advocated the development and practice of a
management style along the lines of McGregor's Theory Y, but goes further, and
has asserted that organizations ought to be engaging in intervention efforts such as
Organizational Development (OD). A typical OD scenario involves a consultant
coming into the organization, assessing the problems and tensions that exist, and
recommending various measures and techniques to bring change about. Argyris
argued that employment of these techniques would reduce tension and conflict
among employees and management, which in turn would result in increased
productivity.
WARREN BENNIS
ROBERT GREENLEAF
Keith Davis (during the 1950s and 1960s) was a human relations specialist (aka
"Mr. Human Relations") who tried to apply Mayoist principles to law enforcement
agencies by preaching about such things as job enlargement and job enrichment.
His work (Davis 1967) prompted the field of criminal justice education to take a
close look at all the ethical dilemmas and puzzling circumstances CJ employees face
every day. His work also had the effect of glamorizing and generating public
interest in policing as a career.
Golembiewski (2002) has also found that in public sector bureaucracies, careerists
are often kept under control by keeping them underfunded and understaffed.
Therefore, public sector management needs to change and adopt a more
decentralized style, and the key to accomplishing this is to stop forcing government
employees to subsume their personal view of morality for the morality of the
organization and its management. According to Golembiewski, if and when the
organization becomes an employee's moral authority, atrocities can result.
The new public management (NPM) movement wants to integrate employee
ethics and morality with the needs of organizations. The movement began as an
academic conference of left-leaning public management faculty at Syracuse
University's Minnowbrook Conference Center in 1968. For this reason, the new
public management is sometimes referred to as the Minnowbrook perspective.
Advocates of that perspective argue that bureaucrats should not only bring their
morality to work with them, but they should work toward more socially-conscious
policy. They argue that bureaucrats should take an activist position in order to
solve the world's problems by being better "thinking" and "sensitive" bureaucrats.
They advocate that efficiency should be replaced by something called social equity
in how a public sector organization is evaluated. The movement has not gone
without its criticism, and in some ways seems to be making progress while in other
ways seems to be dying off. It appears that NPM may have settled on the following
principles (the four D's) to work on as far as their contributions to public
administration in the future:
• debureaucratization
• democratization
• delegation
• decentralization
INTERNET RESOURCES
Accel Team Notes on Chris Argyris and Others
Gallery of Famous Management People
Greenleaf Center for Servant Leadership
Hawthorne, Pygmalion, and Placebo Effects
Hawthorne Experiments and Findings
Human Relations Approaches to Motivation
Mary Parker Follett: Visionary Genius
Onepine Info on Elton Mayo and Others
W. Edwards Deming Institute
Wikipedia Entry on Six Sigma
Wikipedia Entry on NPM
PRINTED RESOURCES
Argyris, C. (1957). Personality and organization. NY: Harper Collins.
Barnard, C. (1938). The functions of the executive. Boston: Harvard Univ. Press.
Bennis, W. (1966). Changing organizations. NY: McGraw Hill.
Boje, D. & Rosile, G. (2001). "Where's the power in empowerment: Answers from
Follett and Clegg." Journal of Applied Behavioral Science 37(1): 90-117.
Calas, M. & McGuire, J. (1996). "Not ahead of her time: Reflections on Mary
Parker Follett as a prophet of nanagement." Organization 3(1): 147-152.
Davis, K. (1967). Human relations at work. NY: McGraw Hill.
Deming, W. (1986). Out of the crisis. Cambridge, MA: MIT Press.
Fox, E. (1968). "Mary Parker Follett: The enduring contribution." Public
Administration Review 28(6): 520-529.
Golembiewski, R. (1978). Organization development in public administration. Boca
Raton, FL: CRC Press.
Golembiewski, R. (2002). Ironies in organizational development. Boca Raton, FL:
CRC Press.
Graham, P. (Ed.) (1995). Mary Parker Follett: Prophet of management. Knoxville,
IL: Beard Books.
Greenleaf, R. (1977). Servant leadership. NY: Paulist Press.
Lindblom, C. (1959) "The science of muddling through" Public Administration
Review 19: 79-88.
March, J. & Simon, H. (1958) Organizations. NY: Wiley.
Mayo, E. (1933). The human problems of an industrial civilization. New York:
MacMillan.
Mayo, E. (1945). The social problems of an industrial civilization. Boston: Harvard
Univ. Press.
McGregor, D. (1960). The human side of enterprise. NY: McGraw Hill.
O'Connor, E. (1999). "The politics of management thought: A case study of
Harvard business school and the human relations school." Academy of Management
Review 24(1): 117-131.
Ouchi, W. (1981). Theory Z. Reading, MA: Addison-Wesley.
Trahair, R. (1984). The human temper: The life and work of Elton Mayo. New
Brunswick, NJ: Transaction.