BEHAVIOURAL MANAGEMENT THEORY

1. CAVENDISH UNIVERSITY ARMENIA 2008 Contemporary Trends in Developing and Organizing Management BEHAVIOURAL MANAGEMENT THEORY HUMAN RELATIONS APPROACH ELTON MAYO STUDIES Zeinab Hasrati Makruhi Keshishyan Hovhannes Petrosyan

2. THE BEHAVIORISTS TOOK MANAGEMENT ANOTHER STEP FORWARD • They focused on employees • As individuals • As parts of work groups • As persons with needs to be met by the organization

3. George Elton Mayo (1880 - 1949)

4. The role that Mayo had in the development of • management is usually associated with his discovery of • Social man and the need for this in the work place. • Mayo found that workers acted according to sentiments and emotion. • He felt that if you treated the worker with respect and tried to meet their needs than they would be a better worker for you and both management and the employee would benefit.

5. The Hawthorne Plantof WESTERN ELECTRIC Chicago(29,000 employees) The Hawthorne Studies (or Hawthorne Experiments) were conducted from 1927 to 1932 at the Western Electric Hawthorne Works in Cicero, Illinois (a suburb of Chicago)

6. The experiments • There were four main phases to the Hawthorne experiments: • The illumination experiments • The relay assembly test room • The interviewing program • The bank wiring observation room

7. 1.The illumination experiments The workers were divided into two groups B. control group A. experiment group Performance Recording Device

8. 2.The relay assembly test room The experiment was divided into 13 periods during which the workers were subjected to a series of planned and controlled changes to their: • A. Conditions of work • B. Hours of work • C. Rest pauses • D. Provision of refreshments Women in the Relay Assembly

9. 3.The interviewing program 20.000 interviews • An impartial and non- • judgmental approach • B. Concentrated on listening Interviews period 30 min 90 min Factory Cabling Department

10. 4.The bank wiring observation room 14 men The group developed it’s own pattern of informal social relations and norms of what constituted proper behaviour Group pressures on individual workers were stonger than financial incentives offered by management

11. CONCLUSION Workplaces are social environments and within them, people are motivated by much more than economic self-interest In the training world, the Hawthorne Effect is a chameleon The mere act of showing people that you're concerned about them usually spurs them to better job performance

12. Carrying the theory to the edges of cynicism, some would say it doesn't make any difference what you teach because the Hawthorne Effect will produce the positive outcome you want. In fact, the contention is that about 50% of any successful training session can be attributed to the Hawthorne Effect. The Hawthorne Effect has also been called the 'Somebody Upstairs Cares' syndrome When people spend a large portion of their time at work, they must have a sense of belonging, of being part of a team. When they do, they produce better. That's the Hawthorne Effect.