1924 relay assembly test room study 1927 1932 assembly

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Unformatted text preview: Study (November 1924) Relay Assembly Test Room Study (1927-1932) Assembly of telephone relays (35 parts - 4 machine screws) Assembly Production and satisfaction increased regardless of IV manipulation Workers’ increased production and satisfaction related to supervisory practices Human interrelationships are important contributing factors to worker productivity Bottom Line: Supervisory practices increase employee morale AND productivity Interviewing Program (1928-1930) Designed to test the effect of lighting intensity on worker productivity Heuristic value: influence of human relations on work behavior Investigate connection between supervisory practices and employee morale Employees expressed their ideas and feelings (e.g., likes and dislikes) Process more important than actual results Bank Wiring Room Observation Study (November 1931 - May 1932) Social groups can influence production and individual work behavior RQ: How is social control manifested on the shop floor? Informal organization constrains employee behavior within formal organizational Informal structure structure Hawthorne Studies - Implications Hawthorne Illumination Study (November 1924) Relay Assembly Test Room Study (1927-1932) Demonstrated powerful influence of upward communication Workers were asked for opinions, told they mattered, and positive attitudes Workers toward company increased toward Bank Wiring Room Observation Study (November 1931 - May 1932) Relationships between workers and their supervisors are powerful Human interrelationships increase the amount and quality of worker participation Human in decision making in Interviewing Program (1928-1930) The mere practice of observing people’s behavior tends to alter their behavior The (Hawthorne Effect) (Hawthorne Led future theorists to account for the existence of informal communication Taken together, these studies helped to document the powerful nature Taken of social relations in the workplace and moved managers more toward the interpersonal aspects of organizing. the Hawthorne Studies - Criticisms Hawthorne Not conducted with the appropriate scientific rigor necessary Too few subjects (N=5) No control groups Subjects replaced with more “cooperative” participants WORTHLESS GROSS ERRORS INCOMPETENCE The Emergence of Communication The Chester Barnard Considered a bridge between classical and human relations theories The Functions of the Executive (1938) Argues for . . . Argues • strict lines of communic...
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This document was uploaded on 01/22/2014.

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