3.6 Human Relations Movement
4 min read•june 24, 2024
The revolutionized management thinking in the 1920s and 30s. It shifted focus from physical factors to social and psychological aspects of work, recognizing the importance of employee well-being, communication, and motivation in boosting productivity.
This movement introduced key concepts like the , Barnard's , and Follett's conflict resolution approaches. These ideas reshaped management practices, emphasizing the need for trust-building, effective communication, and collaborative problem-solving in the workplace.
The Human Relations Movement
Hawthorne studies' management influence
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- Challenged traditional assumptions about worker productivity and motivation in the 1920s and 1930s at 's Hawthorne Works
- Initially focused on impact of physical factors (lighting) on worker productivity
- Discovered social and psychological factors played more significant role in worker performance
- Hawthorne effect: workers' behavior and performance changed simply because they were being observed and given attention
- Led to greater emphasis on importance of human relations in the workplace (employee well-being, job satisfaction)
- Highlighted significance of social dynamics and informal groups within the workplace
- Managers began recognizing importance of understanding and addressing social needs of employees (communication, leadership, motivation, )
- Contributed to development of Human Relations Movement in management theory
- Emphasized importance of communication, leadership, motivation, and group dynamics in the workplace (team building, employee engagement)
- Led to shift in management practices focusing on employee well-being, job satisfaction, and social aspects of work
- Implemented employee recognition programs, team-building activities, and open communication channels (suggestion boxes, employee surveys)
- Recognized the importance of within the formal structure
- Acknowledged the influence of social relationships and unofficial networks on employee behavior and productivity
Barnard's zone of indifference concept
- Introduced by in "The Functions of the Executive" (1938)
- Range of orders or tasks an employee is willing to accept without questioning authority of the manager
- Within this zone, employees more likely to comply with directives without resistance (following standard operating procedures, accepting new responsibilities)
- Factors influencing size of an individual's zone of indifference:
- Employee's trust in the organization and its leadership (transparency, consistency)
- Perceived legitimacy of the authority figure (expertise, fairness)
- Alignment of the order with employee's personal goals and values (career development, ethical standards)
- Managers can expand an employee's zone of indifference by:
- Building trust and establishing positive relationships with employees (open-door policy, regular check-ins)
- Clearly communicating purpose and importance of tasks (linking to organizational goals, providing context)
- Ensuring orders are consistent with organizational goals and values (mission statement, code of conduct)
- Helps managers effectively exercise authority and maintain organizational efficiency
- Highlights importance of building trust and legitimacy in the workplace to ensure employee compliance and minimize resistance to managerial directives (leading by example, consistent decision-making)
Follett's conflict resolution approaches
- proposed three main approaches to conflict resolution in the workplace:
- : one party exerts power over the other to resolve the conflict in their favor
- May lead to resentment and future conflicts (decreased morale, high turnover)
- : both parties make concessions to reach a mutually acceptable solution
- Can be effective in the short term but may not address underlying issues causing the conflict (temporary fix, recurring problems)
- : parties work together to find a solution that satisfies the needs and concerns of all involved
- Seeks to create a win-win situation by focusing on common goals and finding creative solutions (brainstorming, problem-solving sessions)
- : one party exerts power over the other to resolve the conflict in their favor
- Advocated for integration approach as most effective and sustainable method of conflict resolution
- Involves open communication, active listening, and willingness to understand each party's perspective (empathy, non-judgmental attitude)
- Focuses on common interests rather than individual positions to generate innovative solutions that benefit everyone (shared objectives, mutual gain)
- Emphasizes importance of collaboration and constructive problem-solving in the workplace
- Managers adopting this approach can foster more positive and productive work environment (teamwork, innovation)
- Encouraging open communication and seeking integrative solutions minimizes negative impact of conflicts on organizational performance (reduced stress, increased efficiency)
Social Systems and Employee Motivation
- Recognized organizations as complex with interdependent parts
- Emphasized the importance of understanding how different elements of the organization interact and influence each other
- Focused on as a key factor in organizational success
- Explored various theories and approaches to enhance employee motivation and job satisfaction
- Studied group dynamics to understand how teams function and interact within the organization
- Examined factors such as group cohesion, norms, and decision-making processes
- Led to the development of as a distinct field of study
- Integrated insights from psychology, sociology, and management to better understand workplace dynamics and improve organizational effectiveness
Key Terms to Review (16)
Chester Barnard: Chester Barnard was a prominent American business executive and organizational theorist who made significant contributions to the field of management and the human relations movement. He is best known for his conceptualization of the functions of the executive and his insights into the nature of organizations and their relationship with individuals.
Compromise: Compromise is the process of reaching an agreement where both parties make concessions or adjustments to their original positions in order to find a mutually acceptable solution. It involves a give-and-take approach where individuals or groups find a middle ground that addresses the concerns and needs of all stakeholders involved.
Domination: Domination refers to the exercise of power and control over others, often in a hierarchical or authoritative manner. It involves the ability to influence, subjugate, or impose one's will on individuals or groups, typically through the use of force, coercion, or unequal access to resources.
Elton Mayo: Elton Mayo was an Australian-born psychologist and organizational theorist who is considered a key figure in the Human Relations Movement. He is best known for his pioneering work on the Hawthorne studies, which challenged the prevailing scientific management approach and highlighted the importance of social and psychological factors in workplace productivity.
Employee Motivation: Employee motivation refers to the internal and external factors that drive employees to be engaged, productive, and committed to their work. It is a critical aspect of the Human Relations Movement, which emphasizes the importance of understanding and addressing the psychological and social needs of employees to improve organizational performance.
Group Dynamics: Group dynamics refers to the complex set of interactions, behaviors, and psychological processes that occur within small groups of people working together towards a common goal. It encompasses the various forces and factors that influence how a group functions, evolves, and achieves its objectives.
Hawthorne Effect: The Hawthorne effect is a phenomenon in which individuals modify their behavior or performance in response to being observed or studied. It is a key concept in the Human Relations Movement, which emphasizes the importance of social and psychological factors in the workplace.
Hawthorne Studies: The Hawthorne studies were a series of experiments conducted in the 1920s and 1930s at the Hawthorne Works, a Western Electric factory near Chicago. These studies examined the effects of various environmental and social factors on worker productivity, providing groundbreaking insights that helped shape the human relations movement in management.
Human Relations Movement: The Human Relations Movement was a management approach that emerged in the early 20th century, emphasizing the importance of understanding and addressing the social and psychological needs of employees in order to improve workplace productivity and morale. This movement shifted the focus from purely scientific management techniques to a more holistic view of the human factors influencing organizational performance.
Informal Organization: Informal organization refers to the unstructured, spontaneous, and social networks that emerge within an organization, independent of the formal hierarchy and management structure. It encompasses the interpersonal relationships, communication patterns, and shared norms that develop organically among employees, often influencing the way work is actually carried out.
Integration: Integration is the process of combining different elements or parts into a unified whole. In the context of the Human Relations Movement, integration refers to the harmonious blending of an organization's various components, such as its people, processes, and systems, to achieve a cohesive and effective work environment.
Mary Parker Follett: Mary Parker Follett was a pioneer in the field of organizational theory and management. She is considered a key figure in the Human Relations Movement, which emphasized the importance of interpersonal dynamics and social factors in the workplace, in contrast to the more mechanistic approaches of classical management theory.
Organizational Behavior: Organizational behavior is the study of how individuals, groups, and structures within an organization interact and influence one another to achieve common goals. It examines the impact of human behavior on the performance and effectiveness of organizations.
Social Systems: A social system refers to the complex of interdependent and interacting social elements, such as groups, organizations, communities, and societies, that together form a unified whole. It encompasses the various relationships, interactions, and patterns of behavior that emerge within a given social context.
Western Electric Company: The Western Electric Company was a major American electrical engineering and manufacturing company that played a significant role in the development of the Human Relations Movement in the early 20th century. As a subsidiary of American Telephone & Telegraph (AT&T), Western Electric was responsible for the manufacture and distribution of telecommunications equipment, including telephones, switchboards, and other related technologies.
Zone of Indifference: The zone of indifference refers to the range of behaviors or decisions that an individual or organization is willing to accept without feeling the need to intervene or make changes. It represents the boundaries within which an individual or group is comfortable and does not feel compelled to take action.