This video gives perspectives from the actual
people involved.
Questions
The first experiment showed no difference no
matter the condition (bright lights, same or dim
lights). Why do you think that may be?
How important is it for you to be heard in your
own work or organizations? How does it change
what you do when you are or are not heard?
How have the results from the Hawthorne
Studies changed the way things are done today?
Do you think what the company got out of the
study was different from what they were
intending to find? Why?
Hawthorne Studies
The Hawthorne effect, social factors, and
management style were often cited as the
reason for increased productivity.
Later studies found there may have been
other answers (worker selection, incentives,
etc.) that may have had a larger influence.
Even so, these studies were revolutionary in
improving working conditions and starting to
view people as assets in a business.
Maslows Hierarchy of Needs
Maslows Hierarchy of Needs
Hierarchy of prepotency- the lower level
needs must be met before one can move on
to the higher level. (ex. Hard to feel creative
when a person is tired.)
Employers had been providing water, breaks
for food, shelter, and meeting basic needs.
The Hawthorne St
udies revealed the desire for
higher level needs to be met.
McGregors Theory X and Theory Y
Douglas McGregor thought that some
managers think workers need a strong hand
and guidance. The inherent characteristics are
not overly positive (Theory X manager).
Other managers believe workers have
initiative and will be productive without a firm
hand guiding (Theory Y manager).
McGregor thought more managers should be
like the Theory Y managers.
Theory Z
Globalization brings ideas from Japan
Moves away from thinking about managing
individuals. Management is about the team.
A number of scholars (see pg. 107) give some
guidelines for mindset:
Strong culture
Long term over short term
Collective over individual
Theory Z
Better understanding of overall work
processes.
Collective autonomy
Ability to make decisions through consensus
Control own resources
Team over individual rewards
Theory Z- Managers
Facilitate
Mutual monitoring
Backup behavior
Pool resources, adapt duties
Team orientation
Concertive Control
When control shifts away from managers, it
becomes part of group responsibility.
Begin to self-govern according to social norms
and organization values.
Pressure from peers may be just as
threatening