the social man era

7/27/2019 The Social Man Era

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The Social Man Era


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Serendipity at WesternElectric A well accepted view was that there was a clear-cut

cause and effect relationship between the quality of thephysical work environment and the well-being and

productivity of the worker. From 1924 to 1927 research was conducted at the

Hawthorne Plant of Western Electric (supply arm ofAmerican Telephone and Telegraph CompanyAT&T)to determine the precise relationship between

illumination and individual efficiency. Even after 3 longyears of research the results were inconclusive


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George Elton Mayo (1880-1949) was an

Australian educated at University

of Adelaide in Logicand Philosophy and later

studied Medicine in

Edinburgh,Scotland and taught

at the Wharton School ofFinance and Commerce of the

University of Pennsylvania.


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Mayo noted that a remarkable change ofmental attitude in the group was the factor inexplaining the Hawthorne mystery. In spite of

all the changes made in different conditionslike illumination, heat etc. productivity went onincreasing. Mayo felt that the test room girlshad become a a social unit, enjoyed theincreased attention of the experimenters, and

developed a sense of participation in theproject. Mayo had opened the door to researchinto social man.


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Search for Organizational IntegrationMaryParker Follett 1868-1933) Educated at Radcliffe College, brought a wide

variety of interests and knowledge to bearupon management thought. She was an ardent

supporter of the German philosopher, JohannFichte (1762-1814) . Guided by the philosophyof Fichte, Follett stated in her work The NewState that we find the true man only throughgroup organization. The potentialities of the

individual remain potentialities until they arereleased by group life. Man discovers his truenature, gains his true freedom only through thegroup.


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The group principle was to be the newpsychology and was designed to renounce theold ideas that man thought, felt, and act

independently. Rather the group man lived inassociation with others. Goal of any groupeffort was an integrative unitywhichtranscended the parts. Follett advocated thatany conflict of interests could be resolved

through integrationwhich involved finding asolution that satisfied all sides withoutcompromise and dominance.


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Chester I. Barnard 1886-1961). Studied economics at Harvard

for three years but left

as a drop-out not findingtime to do an inconsequentialcourse in laboratory science.But he became a great

management scholar in due course. InThe Functions of the Executivedeveloped a theory of organizations


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He propounded that by examining the formalorganization, it was possible to provide forcooperation and accomplish its goals.

Bernard defined an organization as a systemof consciously coordinated personal activitiesor forces and it encompassed all types oforganizations including military and religiousones.


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According to Bernard, executive work is notof the organization, but the specialized workof maintaining the organization in operation

Bernard postulated three executivefunctions:

1. To provide a system of communication

2. To promote the securing of essentialpersonal efforts

3. To formulate and define purpose


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People at work Social scientists started probing human

behavior in industry in the first three

decades of 20thcentury. While theengineer appeared to dominate the

scientific management movement, the

human relationships movement haddrawn in contributions from sociologists,

psychologists, and anthropologists.


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Gestalt Psychology A basic premise in the research into the social

facet of man was that all organizationalbehavior involved some human multiplier

effect. Gestalt psychology brought toprominence by the work of Austrian Christianvon Ehrenfels (1890) and the German MaxWerthiemer (1912)represented anorganismic approach which emphasized not

the parts or units but the patterns, wholes,configurations etc., which made the wholeappear to be more than the sum of parts.


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Each individual himself highly variableand complex due to his unique geneticcomposition and his family , social and

work experiences, became even morevariable and complex when placed ininteraction with other unique individuals.This multiplier effect meant that new

means had to be devised to analyze,explain, predict, and control humanbehavior.


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Men and Motivation Abraham H. Maslow (1908-1970)was an

American psychologist. He is noted for his

conceptualization of a hierarchy of human

needs, and is considered the father of

humanistic psychology.


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Maslow was born and raised in Brooklyn,

New York as the eldest of seven children.

His parents were uneducated Jewishimmigrants from Russia.

Maslow opened up the possibility of a

multi-dimensional approach tomotivation by proposing a theoretical

hierarchy of mans needs


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In 1943, he identified at least five sets of theseneeds:

Physiological Safety

Love

Esteem

Self-actualizationThese were related to one another and werearranged in a hierarchy of prepotency (i.e.urgency of the drive).


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Peter Ferdinand Drucker Drucker (1909-2005) was a writer and management

consultant. Widely considered to be the father ofmodern management, he had explored how humans

are organized across all sectors of societyinbusiness, government and the nonprofit world. He hadpredicted many of the major developments of the latetwentieth century, including privatization anddecentralization; the rise of Japan to economic world

power; the decisive importance of marketing; and theemergence of the information society. In 1959, Druckercoined the term knowledge worker.


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In contrast to the functions of the managerdescribed in texts, Drucker developed threebroader managerial functions:

1) Managing a businessmanager must puteconomic considerations first

2) Managing Managersintroduced the notionof management by objectives

3) Managing workers and worktreating thehuman being as the most vital resource of thefirm


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Management Science H. Dodge, Ronald Fisher (1890 - 1962), and

Thornton C. Fry introducedstatisticaltechniques into management-studies. In the

1940s, Patrick Blackett combined thesestatistical theories with microeconomic theoryand gave birth to the science of operationsresearch. Operations research, sometimesknown as "management science" (but distinct

from Taylor's scientific management), attemptsto take a scientific approach to solvingmanagement problems, particularly in theareas of logistics and operations.


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Chris ArgyrisArgyris(born July 16, 1923 in USA) is an

American business theorist, Professor

Emeritus at Harvard. He is commonly known

for seminal work in the area of "Learning

Organizations".


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Ac t ion Science, one of Argyris' collaborative

works with Robert Putnam and Diana Mclain

Smith, developed together with Donald Schon

as well, advocates an approach to research

that focuses on generating knowledge that is

useful in solving practical problems.


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Chris Argyris early research explored theimpact of formal organizational

structures, control systems andmanagement on individuals and how theyresponded and adapted to them. Thisresearch resulted in the books

Personali ty and Organizat ion, 1957and In teg rat ing the Ind ividual and theOrganizat ion, 1964.


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Douglas McGregor Douglas McGregor(1906 - 1964) was a

management professor at the MIT Sloan

School of Management and president of

Antioch College from 1948 to 1954.

His 1960 book The Human

Side of Enterpr isehad a

profound influence oneducation practices.


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In the book he identified an approach of

creating an environment within which

employees are motivated via authoritative,

direction and control or integration and self-

control, which he called theory X and theory Y

respectively. Theory Y is the practical

application of Dr. Abraham Maslowshumanistic school of psychology, or third force

psychology, applied to scientific management.


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Frederick Herzberg Frederick Irving Herzberg(1923 - 2000)

was a noted psychologist who became

one of the most influential names inbusiness management.

He is most famous for

introducing job enrichmentand the Motivator-Hygiene

theory.


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His 1968 publication "One More Time,

How Do You Motivate Employees?" had

sold 1.2 million reprints by 1987 and wasthe most requested article from the

Harvard Business Review.


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Two factor theory

Herzberg proposed the Motivation-HygieneTheory, also known as the two factor theory of

job satisfaction. According to his theory, peopleare influenced by two factors:

Satisfaction, which is primarily the result of themotivator factors namely Achievement,Recognition, Work Itself ,Responsibility,Promotion, GrowthThese factors help increase satisfaction buthave little effect on dissatisfaction.


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Dissatisfactionis primarily the result ofhygiene factors namely Pay and Benefits,Company Policy and Administration,Relationships with co-workers, PhysicalEnvironment, Supervision, Status, JobSecurity

These factors, if absent or inadequate,cause dissatisfaction, but their presencehas little effect on long-term satisfaction


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Rensis Likert American educator and organizational

psychologist Rensis Likert(19031981) is

best known for his research on management

styles. He developed the Likert scale and the linking pin model.During the 1960s and 1970s, his books on management theory

were extremely popular in Japan

and their impact can be seen across

modern Japanese organizations. Hehad isolated two dimensions called

the employee orientation and

the production orientation.

the social man era

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