1、UNIT ONE Theoretical Foundations,CHAPTER THREE Humanistic Theories of Organizations,江西不孕不育医院 http:/,PREVIEW,Review Classical Theories of Organizations Taylors Theory of Scientific Management Fayols Administrative Theory Webers Theory of Bureaucracy Humanistic Theories of OrganizationsHuman Relations
2、 Theory The Hawthorne Studies Chester Barnard McGregors Theory X and Theory Y Human Resources Theory Likerts Systems Theory (Four Systems of Management) Blake and Moutons (Blake and McCanse) Managerial Grid,Classical Theories Reviewed,Classical Theories of Organizations (p. 36) Taylors Theory of Sci
3、entific Management (tasks) Fayols Administrative Theory (mgmt) Webers Theory of Bureaucracy (org structure) All 3 theories attempt to enhance managements ability to predict and control the behavior of their workers Considered only the task function of communication (ignored relational and maintenanc
4、e functions of communication) Designed to predict and control behavior in organizations,Classical vs. Humanistic,Classical theories emphasized coercion, control, and punishment (FOCUS ON TASKS /PRODUCTION). Maintain predictability and control Decision-making power at top of hierarchy Minimize input
5、from lower-level employees Rely on science and rules to guide behavior Regulate communication to increase predictability and decrease misunderstandings Result: Workers feel they have no control over their work situation Management does not care about their ideas Feelings and ideas of workers are uni
6、mportant Humanistic theories were developed to promote the CONCERNS of the individual worker in an atmosphere that was too focused on production (FOCUS ON RELATIONAL & MAINTENANCE FUNCTIONS),Principles of Human Relations Theory,Human relations theory is characterized by a shift in emphasis from TASK
7、 to WORKER Go beyond physical contributions to include creative, cognitive, and emotional aspects of workers Based on a more dyadic (two-way) conceptualization of communication. SOCIAL RELATIONSHIPS are at the heart of organizational behavior-effectiveness is contingent on the social well-being of w
8、orkers Workers communicate opinions, complaints, suggestions, and feelings to increase satisfaction and production Origins (Hawthorne Studies & work of Chester Barnard) Human Relations School of Management - Elton Mayo (Harvard,Origins of Human Relations Theory,“The Hawthorne Studies Hawthorne Works
9、 of Western Electric Company 1924 - Chicago Research focus: Relation of quality and quantity of illumination to efficiency in industry Four Important Studies,“The Hawthorne Studies”,Illumination Study (November 1924) Designed to test the effect of lighting intensity on worker productivity Heuristic
10、value: influence of human relations on work behavior Relay Assembly Test Room Study (1927-1932) Assembly of telephone relays (35 parts - 4 machine screws) Production and satisfaction increased regardless of IV manipulation Workers increased production and satisfaction related to supervisory practice
11、s Human interrelationships are important contributing factors to worker productivity Bottom Line: Supervisory practices increase employee morale AND productivity Interviewing Program (1928-1930) Investigate connection between supervisory practices and employee morale Employees expressed their ideas
12、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 constrain
13、s employee behavior within formal organizational structure,Hawthorne Studies - Implications,Illumination Study (November 1924) The mere practice of observing peoples behavior tends to alter their behavior (Hawthorne Effect) Relay Assembly Test Room Study (1927-1932) Relationships between workers and
14、 their supervisors are powerful Human interrelationships increase the amount and quality of worker participation in decision making Interviewing Program (1928-1930) Demonstrated powerful influence of upward communication Workers were asked for opinions, told they mattered, and positive attitudes tow
15、ard company increased Bank Wiring Room Observation Study (November 1931 - May 1932) Led future theorists to account for the existence of informal communicationTaken together, these studies helped to document the powerful nature of social relations in the workplace and moved managers more toward the
16、interpersonal aspects of organizing.,Hawthorne Studies - Criticisms,Not conducted with the appropriate scientific rigor necessary Too few subjects (N=5) No control groups Subjects replaced with more “cooperative” participantsWORTHLESS GROSS ERRORS INCOMPETENCE,The Emergence of Communication,Chester
17、Barnard Considered a bridge between classical and human relations theories The Functions of the Executive (1938) Argues for . . . strict lines of communication - classical theory a “human-based system of organization” The potential of every worker and the centrality of communication to the organizin
18、g process Six Issues Relevant to Organizational Communication Formal vs. Informal Organization Cooperation Communication Incentives Authority Zone of Indifference,Six Issues Relevant to Organizational Communication,Formal vs. Informal Organization Formal Organization - a system of consciously coordi
19、nated activities or forces of two or more persons. (definite, structured, common purpose) Persons are able to communicate with one another Willing to contribute action To accomplish a common purpose Informal Organization - based on myriad interactions that take place thourghout an organizations hist
20、ory. Indefinite Structureless No definite subdivisions of personnel Results: customs, mores, folklore, institutions, social norms, ideals - may lead to formal organization Cooperation Necessary component of formal organization The expression of the net satisfactions or dissatisfactions experienced o
21、r anticipated by each individual in comparison with those experienced or anticipated through alternative opportunities Communication Critical to cooperationThe most universal form of human cooperation, and perhaps the most complex, is speech The most likely reason for the success of cooperation and
22、the reason for its failure System of communication: known, formal channels which are as direct (short) as possible, where the complete line of communication is used, the supervisory heads must be competent, the line of communication should not be interrupted, and every communication should be authen
23、ticated. Barnards system lacks relationship formation and maintenance mechanisms,Six Issues Relevant to Organizational Communication,Incentives Should be available Not discussed in detail Authority Associated with securing cooperation for organizational members The interrelationship among the origin
24、ator of the communication, the communication itself, and the receiver Authority of position OVER Authority of Leadership (knowledge & ability). Zone of Indifference - orders followed Marks the boundaries of what employees will consider doing without question, based on expectations developed on enter
25、ing the organization.Barnard drew attention away from formal organizational structures toward communication, cooperation, and the informal organization. His work was integrated by other theorists in the human relations movement.,Theory X and Theory Y: Douglas McGregor,Douglas McGregor (1906-1964) Ar
26、ticulated basic principles of human relations theory The Human Side of Enterprise (1960, 1985) To understand human behavior, one must discover the theoretical assumptions upon which behavior is based Especially interested in the behavior of managers toward workers “Every managerial act rests on assu
27、mptions, generalizations, and hypotheses-that is to say, on theory . . . Theory and practice are inseparable.” Two Objectives: Predict and control behavior Tap Unrealized potential Theory X - Classical Theory Theory Y - Human Relations Theory FOCUS: Managers assumptions about HUMAN NATURE,Theory X a
28、nd Theory Y: Douglas McGregor,Theory X - Classical Theory Three Assumptions The average human being has an inherent dislike of work and will avoid it. Most people must be coerced, controlled, directed, and threatened with punishment The average human being prefers to be directed, wishes to avoid res
29、ponsibility, has relatively little ambition, wants security. Neither explains nor describes human nature Theory Y - Human Relations Theory Assumptions Physical and mental effort in work is similar to play / rest. External control and the threat of punishment are not the only strategies Commitment to
30、 objectives is a function of the rewards associated with their achievement The average human being learns, under proper conditions, not only to accept but to seek responsibility The capacity to exercise a high degree of imagination, ingenuity, and creativity in the solution of organizational problem
31、s is widely distributed in the population Intellectual potentialities of the average human being are underutilized A more positive perspective of human nature The KEY to control and quality production is commitment to organizational objectives,Theory Y Prototype: The Scanlon Plan,Participative Manag
32、ement Two Central Features Cost-reduction sharing for organizational members - sharing the economic gains from improvements in organizational performance Effective participation - a formal means of providing opportunities to every member of the organization to contribute ideas for improving organiza
33、tional effectiveness. Must be implemented appropriately Wastes time and undermines managerial power? Magic formula for every organizational problem? CONCERN for RELATIONSHIPS in the organization. As the need to increase commitment grows, so does the need to develop strong, communication-based relati
34、onships among organizational members, particularly between supervisor and subordinate.,Miles Human Resources Theory,Difficult to adopt principles of human relations theory - misapplications and misunderstandings of both classical theory and human relations theory led to Human Resources TheoryThe key
35、 element to Human Relations Theory, participation, was used only to make workers feel as if they were part of the organizational decision-making processesKey to classical and human relations theory is compliance with managerial authorityWorkers are told that they are important but were not treated a
36、s suchMajor Distinctions between Human Resources and Human Relations Theory All people (not just managers) are reservoirs of untapped resources - manager responsibility to tap physical and creative resources Many decisions can be made more effectively and efficiently by workers most directly involve
37、d with their consequences Relationship between employee satisfaction and performance - improved satisfaction and morale contribute back to improved decision making and control,Miles Human Resources Theory,Increased satisfaction is related to the improved decision making and self-control that occurs
38、due to participation that is genuinely solicited and heardTwo prevalent Human Resources Theories Rensis Liker Blake low producing units favor System I System I - Exploitative Authoritative System II - Benevolent Authoritative System III - Consultative System IV - Participative,Blake and Moutons Mana
39、gerial Grid,Stresses interrelationship between production (task) and people Managements main purpose is to promote a culture in the organization that allows for high production at the same time that employees are fostered in their professional and personal development Managerial Grid - now Leadershi
40、p Grid (Blake & McCanse) (Figure 3.3, p. 59) FOCUS: Mangers Assumptions about CONCERN for PEOPLE and CONCERN for PRODUCTION Concern for PEOPLE Degree of personal commitment to ones job Trust-based accountability (vs. obedience-based accountability) Self-esteem for the individual Interpersonal relati
41、onships with co-workers Concern for PRODUCTION Use of people and technology to accomplish organizational tasks Concern for is not about quantity or quality Assessment instrument does not represent personality traits of the manager - instead, indicate a specific orientation to production and people,B
42、lake and Moutons Managerial Grid,Authority Compliance (9,1) Classical theory Country Club (1,9) Informal grapevine Impoverished (1,1) Laissez-faire Middle-of-the-Road (5,5) Compromise (carrot & stick) Team (9,9) Human Resources Approach Promote the conditions that integrate creativity, high producti
43、vity, and high morale through concerted team action,SUMMARY,Humanistic Theories of OrganizationsHuman Relations Theory The Hawthorne Studies Chester Barnard McGregors Theory X and Theory Y Human Resources Theory Likerts Systems Theory (Four Systems of Management) Blake and Moutons (Blake and McCanse) Managerial GridThe principles of human resources theory attempt to integrate the concern for production from classical theory with the concern for the worker from human relations theory - more effective and satisfying!,
