Hawthorne Studies The Hawthorne Studies, conducted at Western Electric’s Hawthorne plant outside Chicago, starting in 1924 and running through 1936, were intended to bring about a greater understanding of the effects of working conditions on worker productivity. The results of the experiments were contrary to the management theory of the time (Scientific Management), and were key in bringing about an understanding of motivation factors in employment Basically, a series of studies on the productivity of workers introduced several deliberate various conditions (pay, light levels, rest breaks etc. ), but each change resulted on average over time in productivity rising, including eventually a return to the original conditions. This was true of each of the individual workers as well as of the group’s average.
Clearly the changes that the experimenters deliberately introduced were not the only or dominant causes of productivity. One interpretation, mainly due to Mayo, was that the important effect here was the feeling of being studied: it is this that is now referred to by ‘the Hawthorne effect.” Specifically, Mayo wanted to find out what fatigue and monotony has on job productivity and how to control them through such variables as rest breaks, work hours, temperature and humidity. In the process, he stumbled upon a principle of human motivation that will help to transform the theory and principles of management. The Experiments Elton Mayo selected two women, and had those two select an additional four from the assembly line, segregated them from the rest of the factory and put them under the eye of a supervisor who was more a friendly observer than disciplinarian.
The Essay on Teacher Crisis Effects Of Classroom Management
Children are very good at reading attitudes, especially when it is an "I don't care" attitude. When they get a sense that an adult does not care about them learning, they think, "Well why should I care." This is the reason for looking at the teacher crisis and its effects on classroom management. How does this crisis affect classroom management and what can be done to solve this issue? Management ...
Mayo made frequent changes in their working conditions, always discussing and explaining the changes in advance. He changed the hours in the working week, the hours in the workday and the number of rest breaks, the time of their lunch hour. Occasionally, he would return the women to their original, harder working conditions. The group was employed in assembling telephone relays – a relay being a small but intricate mechanism composed of about forty separate parts which had to be assembled by the girls seated at a lone bench and dropped into a chute when completed.
The relays were mechanically counted as they slipped down the chute. The intent was to measure the basic rate of production before making any environmental changes. Then, as changes were introduced, the impact to effectiveness would be measured by increased or decreased production of the relays. Feedback mechanism Throughout the series of experiments, an observer sat with the girls in the workshop noting all that went on, keeping the girls informed about the experiment, asking for advice or information, and listening to their complaints. The experiment began by introducing various changes, each of which was continued for a test period of four to twelve weeks. Under normal conditions with a forty-eight hour week, including Saturdays, and no rest pauses.
The girls produced 2, 400 relays a week each. They were then put on piecework for eight weeks. -Output increased They were given two five-minute breaks, one in the morning, and one in the afternoon, for a period of five weeks. -Output increased, yet again The breaks were each lengthened to ten minutes.
-Output rose sharply Six five-minute breaks were introduced. The girls complained that their work rhythm was broken by the frequent pauses -Output fell only slightly The original two breaks were reinstated, this time, with a complimentary hot meal provided during the morning break. -Output increased further still The workday was shortened to end at 4. 30 p. m.
instead of 5. 00 p. m. -Output increased The workday was shortened to end at 4.
00 p. m. -Output leveled off Finally, all the improvements were taken away, and the original conditions before the experiment were reinstated. They were monitored in this state for 12 more weeks. Output was the highest ever recorded – averaging 3000 relays a weekFindingsElton Mayo discovered that there was a general upward trend in production, independent of any of the changes he implemented. They ruled out that breaks were linked to higher productivity as productivity rose even when there were no breaks.
The Essay on Changing Your Social Class
Changing your Social Class The process by which individuals and groups are ranked in a more or less enduring hierarchy of status is known as stratification. According to Raymond Murray social stratification is a horizontal division of society in to higher and lower social units. Every society is divided into more or less distinct groups. Even the most primitive societies had some form of social ...
Elton Mayo found that women had formed a social atmosphere that also included the observer who tracked their productivity. These women talked, joked and meet outside socially. Mayo discovered a fundamental concept that is prevalent in organisation today. Workplaces are social environments and workers there are not only motivated by economic self-interest. He also came to a conclusion that all aspects of the industrial environment carry social value. Basically the findings can be concluded into 4 part so The aptitude of individuals is imperfect predictors of job performance.
Although they give some indication of the physical and mental potential of the individual, the amount produced is strongly influenced by social factors. o Informal organization affects productivity. The Hawthorne researchers discovered a group life among the workers. The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out directives. o Work-group norms affect productivity. The Hawthorne researchers were not the first to recognize that work groups tend to arrive at norms of what is ‘a fair day’s work,’ however, they provided the best systematic description and interpretation of this phenomenon.
o The workplace is a social system. The Hawthorne researchers came to view the workplace as a social system made up of interdependent parts.
