Table of Contents
Introduction
Beginning statement: This paper will discuss the importance of introducing a new concept.
An examination of existing literature in the field.
In summary
The management theories form the basis of studying management. These theories must be understood by students and practitioners. Management can also use sociology and psychology. Managers could use this to understand their employees’ behaviors. The manager would be able to solve any problem and understand his employees better (Donnelly Gibson & Ivancevich 1987). Bonuses and incentives can also be used in order to motivate employees. Motivation and employee performance have a direct relationship. Managers should pay more attention to the behavior and attitude of their managers than the mechanical aspect of the company.
IntroductionThe human relationships perspective can be described by a form of management where employees are viewed in a social light, as beings who require complex needs. This perspective places more emphasis on the social relationships that exist within a business and encourages employees to be motivated by gratification. This perspective doesn’t use deprivation to motivate employees.
The mid-twentieth-century was the time when this perspective emerged. The human relations viewpoint was a continuation of the behavioral perspective. The classical view of management predated the introduction of behavioral perspectives in management. This view focuses primarily on the technical aspects of work without a greater focus on social aspects (Holt 1990). In addition, the conclusion was reached that increased productivity occurs when workers are treated with respect. This is a more psychological management approach.
It is important to examine various theories to fully understand management. They are thought to be the origins of management. There are three main behavioral theories: classical, neoclassical or human relations. Some other theories are bureaucratic, general administrative or contingency systems. A chaotic theory of management can also exist (Katharine Barton & David 1998) These theories form the basis of management study and understanding, from Adam Smith’s works in 1766 up to Fredrick Winslow-Taylor’s works between 1856-1915. Adam Smith’s book “wealth” supported the idea of specialization. Fredrick is credited with conducting the first scientific research on management. The result was that he gained the nickname “the Father of Scientific Management”.
In the past, there were theorists that argued in a classical manner. Many factors have contributed to the evolution of management. These factors are the growth of technology as well as the tools that have become essential for the managers when they perform their duties. Other factors include the fact that there has been a change in practices and an evolution of technology. These factors have led to the emergence of new approaches.
Even though there are so many changes, the managers still face other challenges. They are having a hard time improving productivity within the company. Also, they lack the guidance to maximize their profits (Mescon Courtland & John 2002). Also, the goal-setting of the organization is a major challenge. It is for this reason that as society changed, management theorists found ways to adapt.
Literature ReviewInitial management theories promoted the idea that by planning, organizing and controlling jobs and institutions properly, productivity would increase. Early approaches put more emphasis on technicality and neglected the personal aspect of work. Moreover, the early theorists such as Frank and Lillian Gilbreth Fredric Taylor emphasized this aspect. This was not surprising as the theories were later developed and challenged some of those fundamentals.
During the same period, two branches developed. The branches are known as human and behavioral relations theorists. Both branches are similar in some ways, say most academics. This is because they both place more importance on individuals than their jobs.
The 1940’s through the early 1950’s saw the introduction of a human relations approach. This meant the managers became more aware of how individuals affected the success and failures in an organization. They could make decisions which would allow the employees to contribute to the success of the business.
Human relations is frequently used to describe interactions between managers and subordinates. Human relations are improved in an organization when the management is stimulated and employees enjoy better working conditions. It’s because people are more willing to work flexibly when they know that their workplace is conducive. The institution’s human relations are negatively affected when morale is low and the efficiency drops. Managers need to be able, in order to establish good relations with employees, to understand their motivations. The managers also understand the psychological factors and social influences that have an impact on their abilities to perform in the workplace.
A human relations approach was present in management, and this made the relationship between the managers and their employees the most quiet aspect. It is a result of the fact that it supports and focuses on training people in behavioral sciences. Behavioral sciences can include clinical and social psychology (Holt, 1989). The behavioral sciences are used to build a more cooperative and collaborative relationship between workers and supervisors. Human relationships also has two other aspects. Included in this are leadership style, motivation and team dynamics.
Elton Mayo contributed significantly to human relations. From 1880 to 1949, he produced his works. His Harvard University co-workers and he studied together using scientific methods. This was done to help the workers in the workplace understand what the researchers meant (Donnelly Gibson & Ivancevich 1987). The use of social sciences by researchers increased as a result. Social sciences that they use are anthropology, psychology and sociology. In addition, they employed research methods more sophisticated than those used by members of human relations schools. Mayo and his associates introduced the term “social man” because they wanted to create lasting relationships.
Hampton summarized Mayo’s research in 1986. Mayo carried out his Hawthorne experiments in collaboration and with the help of his colleagues, as Hampton noted. The experiment lasted from 1927 until 1932. Mayo was called by “Western Electric”, because of strange research results. Researchers had divided employees into groups to test. They were exposed to changes in lightening, even though a control was present where the lightening remained constant. After the lighting conditions in the test groups was improved, productivity increased (Katharine Barton & David, 1998). The researcher’s expectations were met. The researchers were surprised to find that the same jump occurred when the intensity of the lightening decreased. The researchers were also surprised to find that as lightening conditions changed, the output of control group increased. Mayo created a brand new human relationship in an effort to solve the problem.
Two women groups were placed in different rooms as part of a new experiment. Mayo’s colleagues carried out this experiment. Each group consisted of six women. In one of the rooms, conditions were altered and in another they were not. The salaries of the employees were raised after a number variables had been tested (Holt, 1990). In addition, the length of coffee breaks was varied and the worksheets and workdays were reduced. The supervisor in this situation allowed the researcher to allow each group to pick the time they would rest. They were also asked to make suggestions regarding the improvements that they could benefit from.
Both the test rooms and the control rooms showed an increase in output. The researchers believed that financial incentives were not the reason for the increased output. The control group received the same payments (Donnelly Gibson &Ivancevich 1987). Mayo came to the conclusion that this emotional chain reaction is complex, as it has been present. This increased productivity. Since the test and control groups were singled out, there developed a sense of group pride, which motivated them to improve their performance. A sympathetic supervision of the groups was also a factor in the motivational increase.
Mayo discovered something important from the results. He discovered that workers would be more productive if they received special attention from management, regardless of any changes in working conditions. The Hawthorne Effect was named after this phenomenon.
Mary Parker Follet also contributed to the human relations. Follet defined management as “getting things done through others.” Follet believed that managers were responsible for motivating employees to achieve organizational goals. The employees did not have to simply obey their managers’ orders, but they had to be willing to collaborate with them to improve productivity. Follet also rejects the belief by the majority that management was prepared to order their employees. She thinks they should start being prepared for them to work alongside their employees with the goal of achieving a joint objective. Follet has also laid the foundations of many studies aimed to examine the dynamics in groups, how conflicts are managed and resolved in organizations and institutions.
Human relations experts believe that a greater concern for the employees and making them happy increases their productivity. It is also suggested that human relations techniques be used, such as providing employees with counseling and allowing them to have a say in decisions made by the firm. The experts on human relations combined sociology, psychology and management. According to the researchers, a system of social relationships can be described as an organization.
Human rights advocates believe that people do not only want financial gain, but also need to feel appreciated and recognized. The workers are also considered human beings who should be treated with respect (Mescon Courtland and John, 2002). Conflict management should be a priority in any organization. No one likes conflict and it is important that everyone in the office gets along. Workers should be allowed to make their own decisions and not be under strict supervision. As employees, they should have a say in the decisions made by the company.
ConclusionIt is clear that an organization needs motivation. The workers must be treated with respect and freedom. Both the human relations and behavioral approaches were found to be relevant for today’s managers. It is therefore important for managers to not only concentrate on the tasks that workers will be performing, but also to consider the perspective of the workers in an organization. This can be accomplished by using psychology and sociology as tools to better understand human behaviour. This will also help them select the right motivational tools. They should work together with their employees in harmony in order to reach the organization’s goals.
