Slide 4
Organizational behavior topics have clearly been of interest to many people for a long time. Let's briefly
review some history to better understand the origins of the scientific study of OB. Formal study of
organizational behavior began in the 1890s, following the industrial relations movement spawned by
Adam Smith's introduction of the Division of Labor. In the 1890s, Frank and Lillian Gilbreth and Frederick
Winslow Taylor identified the positive effects of precise instructions, goal settings, and rewards on
motivation. Their ideas became known as scientific management, and are often considered the
beginning of the formal study of organizational behavior.
Explanation
Certainly! Here's a brief explanation for Slide 2:
"Organizational behavior topics have intrigued people for generations. To understand its roots, we look
back to the late 19th century when the formal study of organizational behavior began. This was
prompted by the industrial relations movement, which emerged following Adam Smith's Division of
Labor concept. During this time, pioneers like Frank and Lillian Gilbreth, along with Frederick Winslow
Taylor, highlighted the positive impact of precise instructions, goal-setting, and rewards on employee
motivation. Their ideas laid the foundation for what we now know as scientific management, marking
the formal start of studying organizational behavior."
Slide 5
Scientific management is based on the belief that productivity is maximized when organizations are
rationalized with precise sets of instructions based on time and motion studies.
Explanation: Scientific management, as a management theory, asserts that the most effective way to
achieve high productivity within organizations is by rationalizing processes through the implementation
of precise instructions derived from detailed time and motion studies. This approach assumes that by
meticulously analyzing how tasks are performed and how workers move in their roles, organizations can
identify inefficiencies and streamline operations to enhance productivity. The core belief is that by
standardizing and optimizing work procedures, organizations can achieve maximum efficiency and
output from their workforce.
Slide 6
The four principles of Taylor's scientific management are the following. Replace rule-of-thumb work
methods with methods based on scientifically studying the tasks using time and motion studies.
Scientifically select, train, and develop all workers rather than leaving them to passively train themselves.
Managers provide detailed instructions and supervision to workers to ensure that they are following the
scientifically developed methods. They divide work nearly equally between workers and managers.
Managers should apply scientific management principles to planning the work and workers should be
actually able to perform the tasks.
Explanation: Certainly! Let's envision a scenario in a manufacturing plant:
Imagine a factory that produces widgets. The manager, inspired by Taylor's scientific management
principles, decides to implement them to improve efficiency.
1. **Replacing Rule-of-Thumb Methods:** Previously, workers had been assembling widgets using their
own methods, often relying on intuition or habits. The manager decides to replace these with
scientifically studied methods. They conduct time and motion studies to determine the most efficient
way to assemble each widget, minimizing wasted time and effort.
2. **Scientific Selection, Training, and Development:** Rather than hiring workers based solely on
previous experience or intuition, the manager implements a rigorous selection process. Once selected,
workers undergo thorough training, ensuring they understand and can implement the scientifically
developed methods. Additionally, the manager invests in ongoing development programs to continually
improve the skills of the workforce.
3. **Detailed Instructions and Supervision:** Managers provide clear, detailed instructions to workers
on how to perform each task according to the scientifically developed methods. Supervisors closely
monitor the workers to ensure they are adhering to these instructions and provide guidance or
corrections when necessary.
4. **Division of Work:** Under the principles of scientific management, the workload is divided almost
equally between workers and managers. While workers focus on executing tasks efficiently, managers
are responsible for planning, organizing, and overseeing operations to ensure productivity and quality
standards are met.
By applying Taylor's principles, the factory achieves higher levels of efficiency, quality, and consistency in
widget production. Workers feel empowered by the structured approach and clear expectations, leading
to a more motivated and productive workforce overall.
Slide 7
Although scientific management improved productivity, it also increased monotony at work. Scientific
management left no room for individual preferences or initiative and was not always accepted by
workers.
Slide 8
The scientific method spawned the discovery of the Hawthorne effect in the 1920s and 1930s. The
Hawthorne effect occurs when people improve some aspect of their behavior or performance simply
because they know they're being assessed.
Example:
In a call center, the manager decided to conduct an experiment to improve employee productivity. They
informed the employees that their call handling times would be monitored for the next month to
identify areas for improvement. As a result, the employees became more diligent about their
performance, striving to keep their call times shorter and provide better service to customers. This
change in behavior was a clear example of the Hawthorne effect in action.
Slide 9
The Hawthorne effect was first identified when a series of experiments that came to be known as the
Hawthorne studies were conducted on western electric plant workers in Hawthorne, just outside of
Chicago, to see the effects of a variety of factors, including individual versus group pay, incentive pay,
breaks, and snacks on productivity.
Example
Certainly! Let's consider a situation in a workplace where a manager introduces a new performance
evaluation system. Before implementing the system, the manager informs the employees that their
performance will be closely monitored and evaluated based on specific criteria such as productivity,
quality of work, and adherence to deadlines.
In response to this announcement, the employees may experience the Hawthorne effect, where they
consciously or unconsciously alter their behavior to improve their performance because they know they
are being observed. For instance, they might work more diligently, pay closer attention to detail, or make
extra efforts to meet deadlines to ensure they receive positive evaluations.
Even if the new evaluation system does not involve any tangible changes in working conditions or
incentives, the mere awareness of being monitored can lead to a temporary increase in productivity and
performance among the employees. This example illustrates how the Hawthorne effect can influence
behavior in a workplace setting.
Slide 10
One of the working conditions tested at the Hawthorne plant was lighting. When they tested brighter
lights, production increased. When they tested dimmer lights, production also increased. Researchers
observed that productivity almost always improved after a lighting change, any change, but eventually
returned to normal levels. Workers appeared to try to work harder when the lights were dimmed just
because they knew they were being evaluated.
Slide 11
George Elton Mayo, founder of the Human Relations Movement, initiated by the Hawthorne Studies,
explained this finding by saying that workers tried harder because of the sympathy and interest of the
observers. Mayo stated that the reason workers are more strongly motivated by informal things is that
individuals have a deep psychological need to believe that their organization cares about them.
Essentially, workers were more motivated when they believed their organization is open, concerned, and
willing to listen.
For Example:
Certainly! Let's consider a small office where the manager decides to implement a suggestion box to
gather feedback and ideas from employees. Initially, employees may feel indifferent or skeptical about
the suggestion box, unsure if their input will truly be valued or acted upon.
However, as the manager consistently reads and responds to the suggestions, acknowledging the
contributions and implementing some of the ideas, employees start to feel appreciated and valued. They
recognize that their voices are being heard and that the organization cares about their input.
As a result, employees become more motivated and engaged. They begin to actively participate in
providing suggestions, sharing ideas for improving processes, and contributing to the overall success of
the office. This example illustrates Mayo's idea that workers are more motivated when they believe their
organization is open, concerned, and willing to listen to their input.
Slide 12
The Hawthorne studies prompted further investigation into the effects of social relations, motivation,
communication, and employee satisfaction on factory productivity.
Explanation
Indeed, the Hawthorne studies served as a catalyst for further exploration into the broader influences of
social dynamics, motivation, communication, and employee satisfaction on workplace productivity.
Researchers recognized that factors beyond physical working conditions, such as interpersonal
relationships, job satisfaction, and morale, significantly impact employee performance and
organizational outcomes.
Subsequent investigations delved deeper into understanding how different management styles,
leadership practices, and organizational cultures affect employee motivation and productivity. This led to
the development of theories and frameworks within organizational behavior and management studies,
such as the Human Relations Movement, which emphasized the importance of considering human
factors in the workplace.
Overall, the Hawthorne studies sparked a paradigm shift in how researchers and practitioners
approached the study of organizational behavior, highlighting the interconnectedness of social,
psychological, and organizational factors in influencing employee behavior and performance.
Slide 13
Rather than viewing workers as interchangeable parts in mechanical organizations, as the scientific
management movement had done, the human relations movement viewed organizations as cooperative
systems and treated workers' orientations, values, and feelings as important parts of organizational
dynamics and performance. The human relations movement stressed the importance of human
dimensions of work, including group relations that can be superseded by organizational norms and even
an individual's self-interest.
Explanation
Exactly, the Human Relations Movement represented a significant departure from the mechanistic view
of workers prevalent in scientific management. Instead of treating workers as mere cogs in a machine,
this movement regarded organizations as cooperative systems where human factors played a central role
in determining performance and productivity.
Unlike the scientific management approach, which focused primarily on optimizing tasks and processes,
the Human Relations Movement recognized the importance of workers' attitudes, values, and emotions
in shaping organizational dynamics. It emphasized the significance of fostering positive relationships,
communication, and collaboration among employees to enhance motivation, satisfaction, and ultimately,
organizational effectiveness.
Furthermore, the Human Relations Movement highlighted the impact of group dynamics and social
norms on individual behavior within organizations. It acknowledged that organizational norms and group
relations could influence individual actions, sometimes overriding purely self-interested motivations. By
considering the human dimensions of work, this movement advocated for creating supportive work
environments that promote employee well-being, engagement, and productivity.
Slide 14
Harvard social work professor and management consultant Mary Parker Follett was known as the
prophet of management because her ideas were ahead of her time. Follett discovered a variety of
phenomenon including creativity exercises such as brainstorming and the groupthink effect of meetings.
Explanation
Mary Parker Follett, a pioneering figure in management theory, indeed made significant contributions
that were ahead of her time, earning her the title "prophet of management." Her ideas and insights have
had a lasting impact on the field of management.
Follett's work explored various aspects of organizational behavior, including group dynamics, conflict
resolution, and leadership. She advocated for a more holistic and humanistic approach to management,
emphasizing the importance of collaboration, empowerment, and democratic decision-making within
organizations.
One of Follett's notable contributions was her exploration of creativity exercises, such as brainstorming,
as a means to foster innovation and problem-solving within groups. Additionally, she identified the
phenomenon of groupthink, highlighting how the desire for consensus and conformity in meetings can
stifle creativity and lead to poor decision-making.
Overall, Follett's ideas laid the groundwork for modern management practices, emphasizing the
importance of valuing diverse perspectives, promoting open communication, and fostering a culture of
creativity and collaboration within organizations.
Example situational
Sure! Let's consider a team meeting where the manager presents a new project idea and asks for input
from the team. Instead of openly sharing their ideas, team members hesitate to speak up because they
fear disagreement or criticism from their peers.
Recognizing this dynamic, the manager encourages everyone to participate by emphasizing that all ideas
are valued and that the goal is to generate as many creative solutions as possible. By creating a
supportive and non-judgmental environment, the manager enables team members to freely share their
thoughts and ideas without fear of reprisal.
As a result, team members engage in a lively brainstorming session, generating innovative solutions and
building on each other's ideas. This example illustrates how implementing creativity exercises and
fostering open communication can lead to more productive and collaborative meetings, ultimately
contributing to the success of the project.
Slide 15
W. Edwards Deming is known as the guru of quality management. Deming taught Japanese industrialists
statistical process control and quality concepts. His classic 1986 book describes how to do high-quality,
productive, and satisfying work.
Explanation
W. Edwards Deming is widely regarded as the guru of quality management. His contributions
revolutionized the field of quality control and had a profound impact on manufacturing processes
worldwide.
Deming played a crucial role in the post-war reconstruction of Japan, where he introduced statistical
process control and quality management concepts to Japanese industrialists. By emphasizing the
importance of continuous improvement, statistical analysis, and the involvement of all employees in the
quality improvement process, Deming helped Japanese companies achieve unprecedented levels of
quality and efficiency.
His teachings laid the foundation for the Total Quality Management (TQM) movement and inspired a
new approach to quality control in Western industries as well. Deming's classic 1986 book, "Out of the
Crisis," outlined his principles for achieving high-quality, productive, and satisfying work, emphasizing
the importance of customer focus, continuous improvement, and employee involvement in quality
management processes.
Slides 16
Deming believed that removing fear from the workplace gives employees pride in their worksmanship
and increases productivity. Deming also felt that when things go wrong there's a 94% chance that the
system, elements under management control including machinery and rules, rather than the worker is
the cause. He believed that making changes in response to normal variations was unwise and the proper
understanding of variation includes the mathematical certainty that variation will normally occur within
a certain range.
Explanation
Absolutely, Deming emphasized the importance of creating a work environment free from fear, where
employees feel empowered to take pride in their work and contribute to continuous improvement. By
removing fear, employees are more likely to be motivated, engaged, and committed to achieving high-
quality results, leading to increased productivity and satisfaction.
Furthermore, Deming's philosophy highlighted the significance of understanding the systemic nature of
problems within organizations. He famously stated that when things go wrong, approximately 94% of the
time, the root cause can be attributed to flaws within the system, such as faulty processes, inadequate
training, or outdated equipment, rather than individual workers.
Deming advocated for a systematic approach to problem-solving and quality improvement, emphasizing
the need to address underlying systemic issues rather than blaming individuals. He cautioned against
overreacting to normal variations in processes, stressing the importance of recognizing and managing
variation within acceptable limits. By understanding and managing variation effectively, organizations
can achieve greater consistency, reliability, and quality in their products and services.
Slide 17
The Total Quality Management movement initiated by Deming again highlights the importance of
people, teamwork, and communication in organization success.
Explanation
Exactly, the Total Quality Management (TQM) movement, influenced by the teachings of W. Edwards
Deming, underscores the crucial role of people, teamwork, and communication in organizational success.
TQM emphasizes a holistic approach to quality management, integrating all aspects of an organization,
from processes and systems to people and culture, to achieve continuous improvement and customer
satisfaction.
At the heart of TQM is the recognition that employees are key drivers of quality and productivity. By
empowering and involving employees at all levels of the organization, fostering a culture of teamwork
and collaboration, and promoting open communication and feedback, TQM seeks to harness the
collective knowledge, skills, and creativity of all employees to drive organizational success.
Furthermore, TQM emphasizes the importance of building strong relationships with customers,
suppliers, and other stakeholders, recognizing that quality is not just about meeting internal standards
but also exceeding customer expectations.
Overall, TQM embodies the principles of people-centric management, recognizing that organizational
success ultimately depends on the collective efforts and commitment of all individuals within the
organization.
Slide 18
This brief history helps to set the stage for an understanding of organizational behavior.
Absolutely, understanding the historical context of organizational behavior provides valuable insights
into its evolution and key principles. From the emergence of scientific management and the Hawthorne
studies to the Human Relations Movement and the Total Quality Management movement, each phase in
the history of organizational behavior has contributed to our understanding of how organizations
function and how to effectively manage people within them.
By examining the various theories, concepts, and practices that have shaped the field over time, we gain
a deeper appreciation for the complexities of organizational dynamics and the diverse factors that
influence individual and group behavior in the workplace. This historical perspective serves as a
foundation for studying organizational behavior and provides valuable lessons for addressing
contemporary challenges and opportunities in today's organizations.
