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Hawthorne Studies
Background
The Hawthorne Studies is a specific type of research in which the people, being experimented,
adjust the way they behave merely because of the fact that they are being observed. It was a
series of studies which took place at the Hawthorne plant of Western Electric Company, from
1924 – 1932. The research was carried out by Elton Mayo, who was a faculty member and
consultant of Harvard, with the help of his associates.
The Conducted Experiments
A number of studies were accomplished at the Hawthorne plant. The first one revolved around
the relationship of productivity with the level of illumination. The study involved two groups of
workers whose productivity was compared, as the level of illumination was changed for one
group, whereas the other group faced no change. It was observed that increase in the
illumination level resulted in increase of productivity for both the groups. The process of
increasing productivity continued even when the level of illumination was decreased. The
productivity started to diminish only when the illumination attained the level of moonlight.
The second experiment involved with establishing a piecework incentive pay plan for a group of
men accumulating terminal banks for telephone exchanges. Although conventionally it was
assumed that each worker would try to produce as many units as possible, but it was practically
observed that, the group of workers unofficially established an average of output. Producing
either more or less than that average level was considered to be unexpected, so the workers
produced at the average pace, and started slacking off as they arrived close to the average
level.
Then there was another case where subjects were asked to choose group members under
supervision. It was noticed that productivity increased because of having the opportunity to
choose co workers, working as a group, being treated specially and having a sympathetic
supervisor.
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Analysis of the Experiments
In case of the first experiment, where light intensity was altered to examine its effect on worker
productivity, the results recognized the fact that the experimental groups responded to the fact
that they are provided with special attention and supervision, instead of responding to any
particular experimental manipulation. It was suggested that the productivity increased because
the workers were moved by the motivational effect of the interest being shown in them.
Although illumination research of workplace lighting formed the basis of the Hawthorne
studies, other changes such as maintaining clean work stations, clearing floors of obstacles, and
even relocating workstations resulted in increased productivity for short periods. Then in case
of piecework incentive pay plan, the assumptions of the researchers turned out to be wrong as
wage incentives were less important than social acceptance in determining output level. In
short, Elton Mayo and his associates came to the conclusion that, individual and social
processes play major role in shaping up worker behavior.
Criticism
A number of industrial/occupational psychology and organizational behavior textbooks refer to
the illumination studies. Evaluation of the Hawthorne Studies continues even today, although
some of the pioneers of management have seen it from a different angle. They have mentioned
some points which criticized the issue, for example H Mcllvaine parsons argues that in the
studies where subjects received feedback on their work rates, the results should be considered
biased by the feedback compared to the manipulation studies. He also argues that the rest
periods involved possible learning effects, and the fear that the workers had about the intent of
the studies may have biased the results.
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Explanation in Favour of the Experiment
Elton Mayo says Hawthorne Studies is to do with the fact that the workers felt better in the
situation, because of the sympathy and interest of the observers. He does say that this
experiment is about testing overall effect, not testing factors separately. He also discusses it not
really as an experimenter effect but as a management effect: how management can make
workers perform differently because they feel differently. A lot has to do with feeling free, not
feeling supervised but more in control as a group. The experimental manipulations were
important in convincing the workers to feel that conditions were really different.
Conclusion
Thus it can be concluded that, the Hawthorne Studies has been well established in the empirical
literature beyond the original studies. The concerned output was human effort and the results
can be expected to be similar. The experiments stand as a caution about simple experiments
which view human participants as if they were only material systems. There is less certainty
about the nature of the surprise factor, other than it certainly depended on the attributes of
the participants; like their knowledge, beliefs etc.
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Mary Parker Follett
Besides Lillian Gilbreth, Mary Parket Follett (3 September 1868 – 18 December 1933) was one
of the two female pioneers of classical management theory. Born in the United States of
America, she was an active social worker and consultant, contributing majorly in the sectors of
organizational theory and organizational behaviour. Some writers regard her as the mother of
management, as she has reproved of overmanaging employees, a process now known as
micromanaging, as “bossism”. Follett was one of the first women ever invited to address the
London School of Economics, where she spoke on cutting-edge management issues.
Areas of Specialization
She recognized the holistic nature of community and advanced the idea of "reciprocal
relationships" in understanding the dynamic aspects of the individual in relationship to others.
Follett promoted the principle of what she termed "integration," or non coercive power
sharing. Her ideas on negotiation, power and employee participation were highly influential in
the development of the fields of organizational studies, alternative dispute resolution, and
the human relations movement. She was also a pioneer in the establishment of community
centres.
Writings of Mary Parker Follett
The first book by Mary Parker Follett was The Speaker of the House of Representatives, which
was appreciated by many, including the then president of the U.S, Theodore Roosevelt, as the
best study of this type ever done till that period. The book was a result of her extensive
research on the government policies.
The second book by Follett was The New State, which centered around the human side of
government, democracy and the role of local community. This book can be termed as the
continuation of her thoughts when she had turned most of her attention to writing for a wider
public regarding what the social centers had taught her about democracy.
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Then in 1924, Follett published her third book, Creative Experience, which addresses more directly
the creative interaction of people through an on-going process of circular response.
Another of her book is Dynamic Administration, which was a collection of speeches and short
articles published posthumously.
Management Theories by Mary Parker Follett
Apart from being addressed as the mother of management, Follett is also termed as the
Prophet of management. Her influence on management has been so significant that, a noted
pioneer of her times, Warren Bennis has said, "Just about everything written today about
leadership and organizations comes from Mary Parker Follett's writings and lectures." Unlike
managers of today, Follett did not emphasis on profit, but rather on the dynamics of
organizations. The principles that stand out in the theories of management by Mary Parker
Follett are discussed below :
Conflict resolution through Integration often results in a win-win situation. For example,
identifying and meeting each party's underlying and often compatible need, as opposed
to attempting to meet the frequently-incompatible expressed desire of each.
Genuine power is not coercive but coactive. That means, power does not mean ruling
over people, but to rule with the help of their support.
True leaders create group power, rather than expressing personal power.
Pioneers Whose Work Has Been Facilitated by Mary Parker Follett
The emphasis of Mary Parker Follett on the humanitarian side paralleled the work of Elton
Mayo at Western Electric's Hawthorne Plant, and signified the rise of the Human Relations
Movement, through the work of figures as Abraham Maslow, Kurt lewin, Douglas
McGregor, Chris Argyris, Dick Beckhard and other breakthrough contributors to the field of
organizational development. Follett’s influence can also be seen indirectly perhaps in the work
of Ron Lippitt, Ken Benne, Lee Bradford, Edie Seashore and others.
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Conclusion
Thus, Mary Follett's work laid down the foundation for a creation of effective, progressive
changes in management philosophy, style and practice, revolutionizing and humanizing the
workplace. Follett postulated insightful ideas on negotiation, conflict resolution and power
sharing which helped shape modern management theory. A conclusion can be drawn by saying
that, Mary Parker Follett’s postulated insightful ideas on negotiation, conflict resolution and
power sharing which helped shape modern management theory.
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Theory Z
The Theory Z is not a specific theory, but a cluster of three distinctly different psychological
theories. One was developed by Abraham H Maslow in his paper Theory Z and the other one is
built up by Dr. William Ouchi, popularly known as "Japanese Management" style, accepted
during the Asian economic boom of the 1980s. The third was developed by W J Reddin, in the
analysis of Managerial Effectiveness. Three basic ideologies can be accumulated by studying the
theories developed by the three above mentioned pioneers of management, which are stated
below :
Human beings get motivated by reasons or explanations
Interdependence is human beings’ most important mode of communication
Interaction is human beings’ social unit of importance.
Evolution of Theory Z
Abraham Maslow, a psychologist and the first theorist to develop a theory of motivation based
upon human needs, produced a theory, which classified needs in the following way :
1. Physiological needs
2. Safety needs
3. Belongingness and love needs
4. The esteem needs – self-confidence
5. The need for self-actualization – the need to reach your full potential
Douglas McGregor developed Theory X and theory Y, based on the hierarchy of needs by
Maslow. By understanding the needs, managers are then able to get the most out of
production.
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Then again, the works of William Ouchi is inspired by the principles of Dr. W Edward Deming.
Deming’s management and motivation theories were used in Japan based organizations in case
of competitive position.
Enlightenment of Theory Z
Theory Z focuses on increasing employee loyalty to the company by providing a job for life with
a strong focus on the well-being of the employee, both on and off the job. The reason behind
the success of organizations opting this theory is a special way of managing people, which
focuses on a strong company philosophy, a distinct corporate culture, long-range staff
development, and consensus decision-making. Theory Z makes certain assumptions about
workers, like they tend to build happy and intimate working relationships with those that they
work for and with, as well as the people that work for them. Then again, Theory Z workers have
a high need to be supported by the company, and highly value a working environment in which
such things as family, cultures and traditions, and social institutions are regarded as equally
important as the work itself. These types of workers have a very well developed sense of order,
discipline, a moral obligation to work hard, and a sense of cohesion with their fellow workers.
Finally the workers can be trusted to do their jobs to their utmost ability, so long as
management can be trusted to support them and look out for their well being.
Implication of the Theory
One of the most important pieces of this theory is that management must have a high degree
of confidence in its workers in order for this type of participative management to work. This
theory assumes that workers will be participating in the decisions of the company to a great
degree. Ouchi explains that the employees must be very knowledgeable about the various
issues of the company, as well as possessing the competence to make those decisions. He also
points out; however, that management sometimes has a tendency to underestimate the ability
of the workers to effectively contribute to the decision making process. But for this reason,
Theory Z stresses the need for the workers to become generalists, rather than specialists, and
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to increase their knowledge of the company and its processes through job rotations and
constant training. Actually, promotions tend to be slower in this type of setting, as workers are
given a much longer opportunity to receive training and more time to learn the ins and outs of
the company's operations. The desire, under this theory, is to develop a work force, which has
more of a loyalty towards staying with the company for an entire career, and be more
permanent than in other types of settings. It is expected that once an employee does rise to a
position of high level management, they will know a great deal more about the company and
how it operates, and will be able to use Theory Z management theories effectively on the
newer employees.
Conclusion
Many assumptions are made in the work place, based on observations of the workers, and their
relationship with management. The types of tasks being performed, as well as the types of
employees which make up a particular organization can set the stage for the types of leadership
roles which will be assumed by managers. Many companies have successfully integrated similar
economic and human principles in a management style from Theory’s Y and Z. Most managers
however do not see themselves as using this type of management style until given the
opportunity to see how their employees actually feel about the management style that is being
used. Then will an effort be made to look further into a different, possibly more successful style
of managing.
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Motion Study
Motion study, popularly known as Time and Motion Study; or Time-Motion Study, is a
technique to achieve efficiency in business, developed by combining the Time Study work of
Frederick W Taylor and Motion Study work of Frank and Lillian Gilbreth. Since this study has
been originated, it is considered to be a major part of scientific management. Time study
developed in the direction of establishing standard times, while Motion study evolved into a
technique for improving work methods. The two techniques became incorporated and refined
into a widely accepted method applicable to the improvement and upgrading of work systems.
it is applied today to industrial as well as service organizations, including banks, schools and
hospitals. Time study is a direct and continuous observation of a task, using a timekeeping
device (e.g., decimal minute stopwatch, computer-assisted electronic stopwatch, and videotape
camera) to record the time taken to accomplish a task and it is often used when :
There are repetitive work cycles of different length
There is divergence in the type of task performed
The control elements of the process constitute a part of the cycle
History of Time and Motion Study
The Gilbreths, Frank and Lillian, were the first to conduct time and motion studies. They
illustrated the importance of the total working environment by reducing unnecessary
motions.The Gilbreth's best known experiment involved bricklaying Through carefully
scrutinizing a bricklayer's job, Frank Gilbreth reduced the number of motions in laying a brick
from 18 to about 5. Hence the bricklayer both increased productivity and decreased fatigue.The
Gilbreths developed what they called “therbligs”, being "Gilbreth” spelled in the other
direction, a classification scheme comprising 18 basic hand motions.
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Objective of the Study
The main objective of a time and motion study is to determine reliable time standards for the
efficient and effective management of operations. Through the establishment of reliable and
accurate time standards, companies can better define their capacity or output, thus increasing
the efficiency of equipment and obtaining optimum utilization of the workforce. Time standards
can be used to investigate the difference between actual and standard performance and take
appropriate action where necessary. It can also be used to facilitate job design as a basis for
comparing different work methods, introducing sound production controls, designing an
efficient workplace layout, and balancing between work schedules and available manpower.
Other benefits include budgetary control, development of incentive plans, and ensuring that
quality specifications are met.
Method of Time and Motion Study
Mikell Groover assembled some steps which can be termed as the stages of time and motion
study, which are mentioned below :
Defining a regular method and preparing an article of that
Dividing the task into work elements
These are the foremost steps that make the analyst acquainted with the task and allow the
analyst to attempt to improve the work procedure before defining the standard time.
Confine the work elements within a time limit, so that the time needed to perform the
task can be observed
Evaluating the worker’s speed of performance compared to the regular standard, in
order to determine the average time.
Applying an allowance to the normal time for computing the standard time. The
allowance factors that are needed in the work, are then added to compute the standard
time for the task.
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Conclusion
Thus, it can be concluded by saying that, Time and motion study have to be used together in
order to achieve rational and reasonable results. It is particularly important that effort be
applied in motion study to ensure equitable results when time study is used. In fact, much of
the difficulty with time study is a result of applying it without a thorough study of the motion
pattern of the job. Motion study can be considered the foundation for time study. The time
study measures the time required to perform a given task in accordance with a specified
method and is valid only so long as the method is continued. Once a new work method is
developed, the time study must be changed to agree with the new method.
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Managerial Principles of Peter Drucker
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management
consultant, and self-described “social ecologist.” His books and scholarly and popular articles
explored how humans are organized across the business, government and the nonprofit sectors
of society. He is one of the best-known and most widely influential thinkers and writers on the
subject of management theory and practice. His writings have predicted many of the major
developments of the late twentieth century, including privatization and decentralization; the
rise of Japan to economic world power; the decisive importance of marketing; and the
emergence of the information society with its necessity of lifelong learning. In 1959, Drucker
coined the term “knowledge worker" and later in his life considered knowledge work
productivity to be the next frontier of management. A mentionable work of Peter Drucker is the
famous distinction between efficiency and effectiveness. The first means ‘doing things right’,
while the second means ‘doing the right things’.
The Managerial Principles of Peter Drucker
Peter Drucker realized life principles because he understood how individuals are fearfully and
wonderfully made with perpetuity in mind. He thus developed some principles for attaining
success and more importantly significance in life, which are discussed below :
1. Find Out Who You Are
Whenever people are on the road to success, they tend to think of repositioning as something
they do if they’re a failure. But its more important to reposition when one has achieved
success, because that’s when one can afford it.” But no one can reposition for significance
without first knowing who they are and where they belong.
2. Reposition Yourself For Full Effectiveness And Fulfillment
Early in their careers, people tend to have a fairly limited timeframe. They can’t visualize what
comes after that. By the time they achieve some measure of success, however, the timeframe
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expands. Suddenly they begin to think about options that are much ahead of them. Such a long
view often brings clarity where none existed before.
3. Find Your Existential Core
There’s a strong correlation between high achievement and the ability to come to terms with
life’s basic questions. The most successful people are those who have a strong faih, that there is
a very substantial correlation between religious faith, religious commitment, and success as
doers in the community.
4. Make Your Life Your Last Option
The only worthy goal is to make a meaningful life out of an ordinary one. The journey will be
demanding but worth the effort, when one sets his vision on achievements that really matter,
and will definitely make a difference in the world,
5. Planning doesn’t Work
Opportunity comes rarely, and one has to be flexible, ready to seize the right opportunities
when they come. According to Drucker, too much planning can make you deaf to opportunity.
Man needs to be prepared for utilizing the opportunity.
6. Know Your Values
Drucker stated that, if one do not have respect for his job, not only will he be misfit for it, but it
will also corrupt him. Knowing the right values and the right level of satisfaction can refrain man
from doing unwanted deeds.
7. Define What You Mean By A Perfect Conclusion
A perfect conclusion is defined in various ways by different individuals. According to some,
achieving the worldy goals is sufficient, while some may think that it is far more important to
get himself remembered, with the help of his deeds, even after he has expired.
8. Know The Difference Between Harvesting And Planting
One needs to know the difference between the two, as they are different issues. According to
Peter Drucker, harvesting is more important than planting, as it is considered as the foundation
of planting. The level of satisfaction depends on the extent of harvesting.
9. Good Intentions Aren’t Enough: Define The Results You Want
The number of non-profits and charitable organizations has exploded in the past several years,
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but many of them get poor results, because they don’t ask about results, and they don’t know
what results they want in the first place. Drucker said, people must ask the right questions and
then partner with others who have the expertise, knowledge, and discipline to get the right
results.
10. Recognize The Downside To “No Longer Learning, No Longer Growing.”
Peter Drucker has divided successful managers into three groups. One group who retires and
usually don’t live very long. The second group keeps on doing what they’ve been doing, but
they lose their enthusiasm. The third group keeps doing what they’ve been doing, but they’re
looking for ways to make a contribution. They want to be involved, to help other people in a
more positive way.” And they’re the ones, according to Drucker, who finish well.
Conclusion
Although Peter Drucker founded a number of winning principles in case of management, but it
should be kept in mind that these principles depend on the uniqueness of the situations on
which these are going to be applied. There is no unique way of management, as each state of
affairs is exclusive and particular. Therefore, we need to analyze the situation and the
consequences of the applied principles, and then implement the necessary steps, to achieve
utmost success.
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