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Question: Compare and contrast any classical theory to human resources/relations theory.

What relevance does each have on modern day management practices.

1.0 INTRODUCTION Successful management requires an understanding of the fundamental concepts of effective management techniques and principles. In order to gain such insight, and manage effectively and efficiently, managers must develop an awareness of past management principles, models and theories. The way organisations are managed will determine the attainment of organizational goals. The classical theory and human relations theory to management have shaped the way organisations are managed. This discussion attempts to compare and contrast Taylors Scientific Management theory and Elton Mayos Hawthorne Studies theory. In addition, the discussion will address the relevance of each theory to modern day management practices. 2.0 DISCUSSION 2.1.1 CLASSICAL THEORY The classical theory viewed the organization in terms of its purpose and formal structure, work planning, technical requirements, management principles and the assumption of rational and logical behavior (Mullins 2007:20). In essence classical theories are more on the formal side of things, that is, everything is structured. 2.1.2 HUMAN RELATIONS THEORY The human relations theory on the other hand focused its attention to social factors at work, groups, leadership, the informal organization and behavior of people at work (Mullins 2007: 20). Human relations theory is more on the informal aspect of work. 2.2 SCIENTIFIC MANAGEMENT THEORY The theory was propagated by Fredrick W. Taylor and the studies were done at Midvale and Bethlehem Steel Companies in Pennsylvania. Robbins (1988: 33) defines scientific management as the use of the scientific method to define the one best way for a job to be done.

2.2.1 PHILOSOPHY OF SCIENTIFIC MANAGEMENT Taylor was of the view that in the same way that there was a best machine for each job, there was also a best working method by which workers should undertake their jobs. Taylor also believed that all work processes could be scrutinized into discrete tasks and by employing a scientific method, it was possible to find the one best way to perform each task. However, it should be pointed out that in reality, there is no one best way to perform each task. Besides the fact that it is dependent on situations, it should also be noted that workers are naturally different. As a result, they will employ different methods to accomplish the same task. 2.2.2 RATIONAL ECONOMIC NEEDS CONCEPT OF MOTIVATION Taylor encapsulated that workers were motivated by obtaining the highest possible wages through working in the most efficient and productive way. 2.2.3 MANAGEMENT PRINCIPLES Taylor also came up with principles of management which would help managers and workers to attain maximum prosperity and productivity if employed. The principles were: 1. Each workers job should be broken down into pieces and the way of doing each piece of work should be determined after scientific investigation. 2. Scientific selection of the worker. 3. The scientific training and development of the worker. 4. Division of work that is, managers should handle the designing, directing and supervision of the work, and the workers should perform the given work as instructed while maintaining intimate and friendly co-operation between the management and work force. 2.2.4 FUNCTIONAL FOREMAN Taylor introduced what is termed a functional foreman, whereby workers report to eight different specialist or first line supervisors. In reality, however, this results in problems of co-ordination, role conflict and unit of command. To achieve efficiency, a worker should only report to one supervisor or manager. 2.2.5 SYSTEMATIC SOLDIERING
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Taylor viewed workers with suspicion. He believed that workers were at work to promote their individual interests and keep managers in the loop of fast work. He believed that workers wanted to mislead management that piece rate work could not be achieved.

2.3 HAWTHORNE STUDIES On the other hand, the Hawthorne studies were undertaken at Western Electric Companys Hawthorne Works in Cicero, Illinois. According to Mayo, to achieve its goals, the organization should attempt to understand and respect the emotions, sense of recognition and satisfaction of non monetary needs of the workers. Mayo held that: Workers are motivated by social needs and good on the job relationships and respond better to work group pressure than to management control activities. Satisfaction of psychological needs should be the primary concern of management. Organisations are co-operative social systems. Informal work groups have a substantial effect on productivity. Workers main concern satisfaction of their needs other than those of monetary nature. (http://www.scribd.com/doc/7482428/Scientific-Management-and-Human-RelationsMovement) 2.3.1 ILLUMINATION EXPERIMENTS The experiments were meant to test the effects of the intensity of illumination on workers productivity in typical scientific management style. Hawthorne studies (Robbins 1988: 41) were a series of studies during the 1920s and 1930s that provided new insights into group norms and behavior. The results were appalling in that almost all of the lighting changes led to an increase in productivity. 2.3.2 RELAY ASSEMBLY TEST ROOM Mayo introduced breaks, rest and refreshments. Also extra attention was given to the workers, and the apparent interest shown to them by management was the main reason for increased productivity. Workers are motivated by the feeling that they are wanted.
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2.3.3 THE BANK WIRING OBSERVATION ROOM This focused on the importance of informal groups in organisations.

2.3.4 THE INTERVIEW PROGRAMME Focused on the need for counseling and interviews of workers. 3. SIMILARITIES AND DIFFERENCES BETWEEN SCIENTIFIC MANAGEMENT AND HAWTHORNE STUDIES In summary the following are the similarities and differences between the scientific management theory and the Hawthorne studies. SCIENTIFIC MANAGEMENT SIMILARITIES Ultimate goal was to increase employee productivity. Had employee rest periods. (Time and Motion Studies) Concerned with motivation of employees although differed. the method of motivation HAWTHORNE STUDIES SIMILARITIES

Also concerned with increasing employee productivity. Introduced employee rest periods and breaks. Also concerned with motivation the method of of

employees

although

motivation differed.

DIFFERENCES Concerned with monetary needs to increase productivity. Taylor sought to increase production through rationalization of the work

DIFFERENCES

Concerned with non monetary needs to increase productivity. Mayo sought to increase productivity through humanizing the work organisation.

organization.
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Workers are like machines.

Workers

are

social

animals.

The

Hawthorne studies dramatized that a worker was not a machine. Focuses too much on management. Focuses on the worker. Mayo strove for a greater understanding of peoples

psychological and social needs at work as well No room for informal groups in the workplace. Taylor sought to eradicate the informal aspect of work. as improving the process of

management. Mayo recognized the importance of the informal organization. Informal

organizations influence the motivation of employees. Mayo acknowledged that

informal groups were indispensible and organisations had to align them with the formal parts and purposes of the

organization. Focused on time and motion studies. Focused on illumination experiments, relay assembly test room, interviewing

programme and bank wiring observation room. One best way approach to task Scientific managements one best way approach was tempered to recognize the effects of group behavior in task

accomplishment.

accomplishment.

4.1 RELEVANCE OF SCIENTIFIC MANAGEMENT THEORY TO MODERN DAY MANAGEMENT PRACTICES. The principles of Taylors scientific approach to management appear still to have relevance today.

Taylors main concern was with efficiency of both workers and management. Some organisations today are implementing the 6 Sigma concepts in a bid to improve efficiency of both workers and the organization. Examples of companies implementing the 6 Sigma concepts in Zimbabwe are Zimnat Insurance Company. The 6 Sigma concepts borrowed its main thrust from Taylor. The Sigma concept attempts to find the best way of performing each task. It also optimizes organizational efficiency through reducing wastages.

Substitution of industrial warfare by industrial harmony Organisations today are matching higher wages to increased output and the removal of physical strain from doing work. For instance, instead of allowing workers to do manual work, organisations are investing on machinery and robots. Organisations are also developing workers and giving employees the opportunity to undertake tasks they are capable of doing.

Impetus to management thinking

The management concepts of work study, organization and methods, payment by results- for example annual bonuses, management by exception and production control are still being used today. The concept of job description came from Taylors concept of job design.

Modern Assembly Line Todays modern assembly lines in the manufacture of motor vehicles are using Taylors methods of division of labour and job design. Almost all organisations implement division of labour and job design through departmentalization. All organisations have formal structures or departments. There is no organization that does not have departments or divisions.

Department stores such as Meikles, Barbours use the Hanger Insertion Programme. This involves the process of hanging merchandise on hangers efficiently and effectively. Also, hotels such as Meikles, Holiday Inn and Rainbow Towers make use of standard recipes and performance standard manuals. All these ideas emanated from Taylor.

Scientific selection of employees

This is done through interviews. Some companies have gone to the extent of using personality tests in order to identify the best candidate for a particular job. 4.2 RELEVANCE OF HAWTHORNE STUDIES TO MODERN DAY MANAGEMENT PRACTICES The Hawthorne studies initiated a human relations movement in which managers today are increasingly seeking employee job satisfaction and higher morale. Through following Mayos findings, organisations implemented work breaks such as the morning tea, lunch and afternoon tea. Also, facilities such as canteens and other facilities at work such as social clubs were introduced. In Zimbabwe, most banks have social clubs such as the Reserve Bank of Zimbabwe Social Club and Barclays Social Club to name just a few. Even the Graduate School of Management, of the University of Zimbabwe introduced breaks in between lectures. Todays organisations are placing greater emphasis on understanding the problems and anxieties of staff and encouraging their wider participation at work. Also, informal groups at work are being embraced. The interviewing programme was significant in giving an impetus to present day management and the use of counseling, interviews, and also highlighting the need for management to listen to workers feelings and problems. 4. CONCLUSION

Organisations exist to achieve their set objectives and management plays a great role in achieving these goals. Managers either implement the scientific management style or the Hawthorne style of management. These two theories have similarities and diferrerence. Of paramount importance to note is that both theories are still relevant to modern day management practices and are still being implemented in organisations.
REFERENCE LIST

1. Mullins, L.J 2007, Essentials of Organisational Behaviour, Prentice-Hall Financial Times, Harlow England. 2. Robbins, Stephen P 1988, Management Concept and Applications, 2nd Edition, Prentice Hall International Editions, New Jersey. 3. Hellriegel D & Slocum, JW Jr 1992, Management, 6th Edition, Addison-Wesley Publishing Company, Reading, Massachusetts. 4. Muzanhi, I 2011, Taylorism versus the Hawthorne effect, Newsday Online Edition, 28 February (accessed 07/03/2011) 5. http://www.oppapers.com/essays/Classical-Management-Theories/106991(accessed 15/03/2011) 6. http://www.scribd.com/doc/7482428/Scientific-Management-and-Human-RelationsMovement (accessed 15/03/2011)

7. Greenberg, J & Baron, RA 1997, Behavior in Organizations Understanding and managing The Human Side of Work, 6th Edition, Prentice-Hall International, New Jersey.

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