Organizational Behavior: Past Present. Discuss statements. • The Human Relations Movement. Discuss Hawthorne Experiment implications a legacy workplace; compare contrast McGregor's Theory X Theory Y assumptions employees, personal experiences Theory X & Y managers, prefer. Organizational behavior: Past and present

Discuss the Hawthorne Experiment and its implications as a legacy in the workplace

The Hawthorne Experiment suggests that when subjects are aware that they are being observed, they behave better than they do under regular circumstances. The implications of this experiment in the workplace are fairly obvious: workers are often regularly watched by managers, as a way of improving employee productivity and enhancing compliance. When workers cannot be watched through the use of human agency, then mechanized means are used to engage in surveillance. Time clocks, 'blocking' controls upon unsupervised employee web-surfing, sitting workers in open environments where they can be easily monitored and other efforts to make employee behaviors more transparent are all manifestations of how the principles of the Hawthorne Experiment are used in the workplace.

Q2. Compare and contrast...

They suggest that workers will only perform if controlled and motivated by fears of punishment and tangible rewards. Theory Y assumptions suggest that workers are motivated by self-actualization and if employees are given the right internal motivations, they will want to do their jobs. Almost every worker at a retail establishment has encountered a Theory X environment, in which workers must 'punch in' and 'punch out,' are criticized for even the most minor infractions of rules, and must follow standardized requirements to the letter. In contrast, Theory Y managers whom I have encountered actively solicit employee suggestions and motivate employees by making workers feel like valued participants in the process of improving the organization. A worker feels much more enthusiastic about learning a new way of doing things if he or she originally provided concrete suggestions to improve the process.
Q3. The Total Quality Management movement

Deming's '85-15 rule' suggests that a worker's efficacy is determined only 15% by his or her own initiative, and 85% by the efficacy of the organizational environment (Mead 1996). This means that an organization must strive to optimize its functioning, which, according to…