1. THE EVOLUTION OF MANAGEMENT THOUGHT, 6 TH EDITION Electronic Resource by: Regina Greenwood and Julia Teahen

2. Social Person Era Part Three http://www.bigfoto.com/themes/railway

3. The Hawthorne Studies Chapter Thirteen

4. Hawthorne Plant of Western Electric Subsidiary of the American Telephone and Telegraph Company Hawthorne Studies http://www.inficad.com/~ksup/welectric.html

5. Hawthorne Studies  “The Social Person” was not invented by these studies, but was brought to a wider recognition by those who interpreted the results.  The studies have been widely publicized, misinterpreted, praised, and criticized over the many years since the event.  The studies continue to generate articles and presentations.

6. Hawthorne Plant History & Time Line  1905: Western Electric moved to Cicero, Illinois  Founder: Enos Barton  “The Biggest Little Railway in the World”  1914: Absorbed operations from New York & Chicago  Main manufacturer for Bell Telephone Laboratories  Hawthorne Works included over 100 buildings  Hawthorne Works was Western Electric’s only manufacturing facility.

7. Hawthorne Plant History & Time Line  1924-1933: Hawthorne Studies  1932-1938: Harvard researchers continued research  “Human Element” is critical  1940: Peak production with 42,000 workers employed  1958: Western Electric Statistical Quality Control Handbook

8. Hawthorne Plant Aerial view of Hawthorne Plant

9. The Studies Begin Western Electric Company – Hawthorne Works

10. Illumination Studies: 1924-1927  The original research issue was the effect of workplace illumination on worker productivity.  Those who came initially to Hawthorne were electrical engineers from MIT.

11. After establishing performance baselines in three departments, the researchers varied the level of illumination. Their conclusion: Illumination appeared to have no influence on input. Illumination Studies: 1924-1927

12.  Another attempt was made with a control group and a variable group, placed in separate buildings.  In this case output went up in both groups. Schematic drawing of a test room and the footcandles of illumination measures at various places.

13. Illumination Studies: 1924-1927  The illumination research was abandoned in 1927.  One of the researchers, Charles E. Snow of MIT, concluded there were too many variables and the “psychology of the human individual” could have been the most important one.

15. The studies could have been trashed at this point, but Homer Hibarger one of the researchers from Hawthorne, and George Pennock, assistant works manager of Hawthorne, pushed for further study. The Relay Assembly Test Room: 1927-1933

16. The Relay Assembly Test Room 1927-1933  George Pennock had an excellent insight: Supervision was a better explanation. George Pennock

17. The Relay Assembly Test Room: 1927- 1933  The participants were volunteers, knew the objectives of the study, and were observed for a short period in their regular department prior to going to a separate room with their observer.  After eight months into the experiment, two of the original participants were replaced.

18. The Relay Assembly Test Room. Left to right: Bea Stedry, Anna Haug, Wanda Blazejak, Theresa Layman, Geraldine Sirchio, and Mary Volango The Relay Assembly Test Room: 1927-1933

19. Mary Volango Operator #1

20. The Relay Assembly Test Room: 1927-1933 Geraldine Sirchio Operator #2

21. The Relay Assembly Test Room: 1927-1933 Theresa Layman Operator #3

22. The Relay Assembly Test Room: 1927-1933 Wanda “Lottie” Blazejak Operator #4

23. The Relay Assembly Test Room: 1927- 1933 Anna Haug Operator #5

24. The Relay Assembly Test Room: 1927- 1933 Beatrice Stedry Layout Operator

25. The Relay Assembly Test Room: 1927- 1933  A number of changes were introduced  The incentive payment plan was changed such that the relay assembly group was rewarded on their output rather than on the output of the larger relay assembly department.incentive payment plan  Participants were told they could make more money under this arrangement.  Participants were allowed to talk to each other during the work day.allowed to talk to each other

26. E-901 Relay – One Variation

27. The Relay Assembly Test Room: 1927- 1933  Rest periods were introduced. Rest periods  After eight months, two operators quit and two new ones were selected.  Work-day and work-week changed.  Lunch and refreshments were provided by the company.

28. The Relay Assembly Test Room: 1927- 1933  Over a year after the studies began, all of these “privileges,” except the small group payment plan, were removed.  While output varied, the overall trend was increased output. Test Room participants are dressed up for the first anniversary dinner.

29. Dr. Clair Turner, MIT: Early Interpretation  Dr. Clair Turner of MIT had an interpretation of the test results:  The small group resulted in more esprit de corps.  Difference in the style of supervision  “relaxed and friendly” in the test room vs. “he was mean…he died; I didn’t even go to see him.” Theresa Layman speaking of regular room supervisor Frank Platenka

30. Dr. Clair Turner - Early Interpretation  Increased earnings: average wage went from $16 to $28-50 per week while in the Test Room.  The novelty of the experiment.  The attention given to the operators by others at the plant.  “I had no idea there would be so much happening and so many people watching us.” Theresa Layman Zajac, Relay Assembly Test Room Operator, 1976 - www.library.hbs.edu/ hc/hawthorne/06.html

31. Second Relay Group  A second relay group was formed by Turner in an effort to test the pay for performance effects. Average earnings per week had increased significantly.  The second relay group was formed and taken from the large group payment plan to the small group one. Initially, output went up and then leveled off. The study only lasted nine weeks. The group was then returned to the original payment plan, output dropped. That was the end of the second group.

34. Mica Splitting Tests: 1928-1930

35.  Mica splitters had always been on individual pay incentives and this group was studies for 14 months.  In this group, average hourly output went up during this period.  Turner concluded that pay incentives were one factor, but not the only one, although it was of “appreciable importance.”

36. Mica Splitting Tests: 1928-1930

37. The Interviewing Program: 1929-1930  Snow and Hibarger started asking the workers directed questions about their feelings.  Elton Mayo (1880-1949) made a contribution by changing the interviewing program to a nondirective approach. He believed that supervisors need to listen more. Elton Mayo

38. The Interviewing Program: 1929-1930  With the nondirective approach the length of the interviews and the information gathered increased.  There appeared to be a cathartic effect. After a worker complained, follow-up interviews revealed that the complaint was gone. The workers felt better even though no change in conditions had occurred.  “Fact” and “sentiment” had to be separated.  Two levels of complaints: Manifest – what the employee said Latent – the psychological content of the complaint

39. The Interviewing Program: 1929-1930  Complaints were symptoms to be explored.  “Pessimistic reveries” (negative attitudes held by employees that could interfere with their performance – according to Mayo) could be reduced if supervisors were concerned and listened to their employees. Elton Mayo

40. Bank Wiring Test Room 1931 - 1932 Group Behavior

41. Group Behavior: Bank Wiring Test Room (1931-1932)  Concerned observation, but not intervention, with male workers assembling switches for central office switchboards.  Restriction with output was a surprising finding to Turner and W. Lloyd Warner even though restriction of output had been described by others.W. Lloyd Warner

42. Group Behavior: Bank Wiring Test Room (1931-1932)  Workers had established an output norm that was lower than management’s standard or the “bogey.”  In the informal organization, there were two cliques, each having norms about appropriate in- group behavior, such as the practice of “binging.”

43. Group Behavior: Bank Wiring Test Room (1931-1932)  Researchers found that work groups:  Deliberately restricted output  Smoothed out production  Developed intragroup disciplinary methods  Some workers were isolates, not in a clique, because of various factors

44. Group Behavior: Bank Wiring Test Room (1931-1932)  Rules for clique membership:  Do not work too fast. (“Rate buster”)  Do not work too slowly. (“Rate chiseler”)  Do not “squeal” on a member of your group.  Do not act officious or be socially distant.

46. Group Behavior: Bank Wiring Test Room (1931-1932)  Factory as a social organization; work groups served to protect the workers within their group, and to protect the group from outsiders.  The workers:  Viewed technologists and managers as following a “logic of efficiency” which interfered with group activities.  Were apprehensive of authority and followed a “logic of sentiments” which reflected their feelings and attitudes toward outsiders.

47. “The Hawthorne Effect”  The Hawthorne Effect has been a part of human relations folklore for years. The Hawthorne Effect  Allegedly, the findings were biased because the experimenters became personally involved in the social-work situation.  Theresa Layman, one of the participants, rebutted this; so did Don Chipman, one of the observer experimenters.  The Hawthorne Effect is widely referenced, but is a dubious explanation of the Hawthorne results.

48. Human Relations  “Pessimistic reveries” were one type of blockage which arose out of personal, social, and industrial problems and became manifest in apprehension of authority, restriction of output, etc.  Anomie, borrowed by Mayo from Emile Durkheim to describe the break-up of traditional society, leaving people without norms.  The Human Relations Movement – Harvard Business School The Human Relations Movement

49. Additional Resources  Elton Mayo Papers Elton Mayo Papers  Western Electric Company: Hawthorne Studies Collection (1924 – 1961)Hawthorne Studies Collection  Hawthorne Works Museum at Morton College Hawthorne Works Museum

50. The Continuing Story The Hawthorne Plant after the Studies

51. Greenwood & Bolton Study  Greenwood & Bolton visited some Relay Assembly Test Participants in 1981.  Resulted in the article: “Hawthorne a Half Century Later: Relay Assembly Participants Remember,” Greenwood, R. G., Bolton, A.E., and Greenwood, R. A. Journal of Management, New York; Fall 1983/Winter 1984; Vol. 9, Iss. 2; pg. 217, 15 pgs.

52. Left to right: Theresa Layman, Al Bolton, Wanda Blazejak, Don Chipman, and Ron Greenwood Greenwood & Bolton Study

53. Left to right: Theresa Layman, Al Bolton, Wanda Blazejak, Don Chipman, Ron Greenwood.

54. Theresa Layman and Al Bolton Greenwood & Bolton Study

55. Theresa Layman – Operator #3

56. Anna Haug – Operator #5

57. Mary Volango – Operator #1

58. Wanda Blazejak – Operator #4

59. Don Chipman & Theresa Layman Chipman & Layman – 1960 or 1963 Don Chipman

60. Don Chipman & Operators Chipman and LaymanTheresa, Don, Mary, & Wanda

61. What Happened to AT&T’s Bell System and Western Electric?  November 20, 1974: Antitrust suit charging monopolization and conspiracy to monopolize.  1984: AT&T was ordered to divest its Bell System and Western Electric divisions.  Lucent Technologies  Bell Laboratories

62. Current Use of Hawthorne Works  1983: Hawthorne Works converted into retail space:  Hawthorne Works Plaza  Super K-Mart  Dominick’s Grocery Store  The tower and a portion of the plant remains.

63. Hawthorne Buildings – June 1999

65. Current Use of Hawthorne Works  Hawthorne Industrial Park  Cyprus Copper Rod  Schillinger Salt  Logistix  OmniTRAX Logistics’ Chicago Distribution Center

66. Leadership  In the view of Elton Mayo and Fritz Roethlisberger, leadership needed strengthening by social and human skills from the leader.Fritz Roethlisberger  Influenced by Chester Barnard, Mayo concluded that authority had to be based on social skills in securing cooperation.  Management needed to focus more on building group integrity and solidarity.  First line supervisors were particularly important in good worker-manager relations.

67. Motivation  Motivation in the human relations literature evolved and became more Mayo and Roethlisberger’s advocacy rather than based on what happened at the Hawthorne Plant. Fritz J. Roethlisberger

68. Motivation  Early reports, such as Clair Turner’s report and Mark Putnam’s statement to Business Week, placed money as important.  The test room participants stated they liked the fact they were able to make more money.

69. Motivation  As time passed, the Mayo-Roethlisberger theme shifted:  Roethlisberger’s memo that Mayo would be happy because of some evidence that physiological, not economic, factors were related to output.  More emphasis in later writings is placed on social belonging needs, being accepted by the group.  A later quote regarding discarding “economic man.”

70. Can the theories of motivation discussed here be combined and applied to contemporary motivation strategies? What motivates people today? What motivates the “social person?” http://www.bigfoto.com/themes/railway

71. Summary  The Hawthorne Studies, began as an investigation into the relationship between illumination and worker productivity, evolved into a study of the increased output unrelated to lighting.  Improved performance was due to  Incentive payments  Style of the supervisor.  The human relations-oriented supervisor could satisfy the social needs of humans and the economic needs of the organization.