The

Human Relations Theory

Classical Approaches Goals: predictability, control, top decision-making only with minimum input from lower levels, rely on science and rules to guide behavior Problems: workers felt they didnt have control over their situation, management didnt care about the workers feelings, ideas or input Emphasis: Task - Rule-based - One-way communication - Downward communication -Machine - No interaction/relationship between the workers and supervisors Human Relations Theory Goals: promote the concerns of the individual worker in an atmosphere mainly focused on production; argued that workers were not being used for anything but their physical contributions, leaving their cognitive, creative and emotional aspects behind Emphasis: Worker (communication, cooperation, participation and celebration of the worker) - Two-way communication (dyadic) - Upward communication - Social relationships between workers and supervisors

Hawthorne Studies: A series of Industrial studies conducted at the Hawthorne Works of the Western Electric Company in Chicago (1924-1932) 1. Illumination Study a. Lead to the notion that the mere practice of observing peoples behaviors tends to alter their behaviorThe Hawthorne Effect Relay Assembly Test Room Study a. Changed the way Human Interactions were viewed (The worker/supervisor relationship=powerful, the theory began to view workers more personally, and this test demonstrated that this new relationship would increase the amount of quality of worker participation in decision-making Interviewing Program a. Demonstrated the powerful influence of upward communication by allowing workers the chance to express their ideas and feelings Bank Wiring Room Observation Study a. Lead future theorists to account for the existence of informal communication

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Chester Barnard: bridge between classical and human relations theories 1. His Book The Functions of the Executive is an executives analysis of organizational life a. Formal vs. informal organization, cooperation, communication, incentives, authority and zone of indifference

Douglas McGregor: wrote The Human Side of Enterprise in which he argued that to understand human behavior, one must discover the theoretical assumptions on which behavior is based (Theory X and Theory Y) 1. 2. Theory X: (classical theory) consists of assumptions managers hold regarding workers (negative view) Theory Y: assumptions about human nature (positive view about workers)

Conclusion: The human relations theory, originating from the Hawthorne Studies and best shown through Theory Y, attempted to reverse the treatment of workers as it occurred under the classical theory. The theory had a difficult time being adopted because managers were not happy about the idea of participative management and it was difficult for classically trained managers to all the sudden start to care about the worker.