ManagementLesson 6 of 7 in the course The History of Management

Human Relations Management: Hawthorne, Barnard, and Follett

5 flashcards · 5 quiz questions · 5 match pairs · 5 fill-in sentences · English

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Summary

This lesson explains why the human relations movement emerged and how it expanded earlier management theories. It matters because work is shaped not only by formal systems and pay, but also by relationships, attitudes, and group expectations.

Taylor, Weber, and Fayol offered different approaches to improving organizations, but each emphasized efficiency. Taylor focused on improving work operations, Weber on formal rules and legal authority, and Fayol on administrative principles. Their approaches relied strongly on the assumption that rational systems and formal authority could guide behavior and improve performance.

All flashcards

What did Taylor, Weber, and Fayol have in common?
They each sought greater efficiency, though through different means: work operations, formal rules and authority, or administrative improvements.
How did human relations theory expand earlier management thought?
It added workers’ attitudes, perceptions, desires, social relationships, and group behavior as factors that influence performance.
What was Barnard’s zone of indifference?
The range of orders a worker will accept without needing to agree with or actively support them, if key conditions are met.
How did Taylor try to counter social pressure to restrict output?
He used pay tied to production in an attempt to counter workers’ pressure to limit output.
What does Follett mean by integration as a way to resolve conflict?
Reframing a conflict to find a solution that satisfies both parties’ underlying needs.

Quiz questions

  1. According to Barnard, which order is most likely to fall within a worker’s zone of indifference?Answer: Understandable and feasible, aligned with organizational aims, and not contrary to personal beliefs.
  2. What informal production norm did the bank wiring group establish?Answer: Roughly 6,000 to 6,600 connections per day.
  3. What happened to production in the relay-assembly test room as working conditions changed?Answer: Production increased across the changes, while financial incentives still mattered.
  4. Which is a major methodological criticism of the Hawthorne studies?Answer: Small samples, changing variables, and researchers’ assumptions limited the strength of the evidence.
  5. In Follett’s approach, what distinguishes integration from compromise?Answer: Integration seeks a solution that meets underlying needs; compromise involves mutual concessions.

Based on Principles of Management by David S. Bright, Anastasia H. Cortes, Eva Hartmann, K. Praveen Parboteeah, Jon L. Pierce, Monique Reece, Amit Shah, Siri Terjesen, Joseph Weiss, Margaret A. White, Donald G. Gardner, Jason Lambert et al. (OpenStax), licensed CC BY 4.0. Adapted into a summary, flashcards and quizzes.

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