Human Relations Model
introduction
The
difference is based on the workers thoughts and viewpoints that differs from
individual to individual. The differences also depends on the way that how they
control the workforce so that they can accomplish their task accordingly. If
there is availability of proper coordination and effective on job relations
then individuals can work even under high pressure. It is always believed that
an organization always depends on mutual cooperation and coordination; there
must be a two way interaction present in the organization. It is also necessary
for the management to stay alert about the psychological needs of individuals.
There should not be any dominancy by the higher authority (Bauer, 2015:
Human
Relations Model emerged in the social era on where there is involvement of government
and the economy and the classical management theory of Taylor was developed to
lower the efficiencies of large scale production which had availability of
presence of immigrant workforce who were not so qualified.
The human relations approach had a stable
environment while the classical management theory had mostly implicit
assumptions. Human approach forwarded their work by building cooperative
systems for efficiency. While the scientific management administrative theory
had the control for efficiency.
The human relations school had informal
relations with their workers while the scientific school of management had
structural organization design and job enrichment for workers were provided
(Nature Of management, 2015).
Conclusion:
The
early approaches to study management such as the scientific approach and human
relations are said to be important sources of modern school of management.
Scientific management theory states how efficient the workers should be in
terms of the production process. It also focused to achieve employee
satisfaction and other behavioral aspects of the employees in the organization.
Modern school of management also provides insights to help them to be more
effective and relevant in terms of the day to day work.
The
scientific school of thought also allowed a leader to perform all the duties
under him itself. It also focused to maintain coordination and cooperation to
assist in developing the personal development of employees in an organization.
Whereas in the human relations, Mayo depicted that workers were more
comfortable with greater acceptance of work and that helped employees to attain
motivation. The scientific school of thought also supported the organizational
growth keeping view not to hamper individual growth as well. It provided more
importance to the workers.
A
Human relations theory
The human relations theory (HRT) has evolved in the 1920s and
1930s (Grey, 2009, p.44). Studies by Elton Mayo at the Hawthorne plants of the
Western Electric Company were the activator of HRT (Morgan, 1986, p.41).
With the help of these
studies the enterprise was able to analyze in which way the output of employees
change due to diversifying the conditions of employment. Therefor, they
established two focus groups which were exposed to different illumination
levels. However, analysts noticed that the output in those test groups
increased independently from lighting conditions (Pugh, 1990, p.345).
Employees felt rather
motivated by the particular attention they received. They got the feeling of
being something special and not just a factor of producing products (Grey,
2009, p.45).
In other words, only the
actuality that workers were observed was the reason for this increased
productivity. Furthermore, it demonstrates that the workforce can also be
motivated by non-economic factors. These non-economic factors were the basic
idea of the HRT (Thompson and McHugh, 2009, p.45).
The HRT concerns with the
aims, wishes and interests of the employees. Moreover, it supported measures to
improve team work, cooperation between management and the workforce, internal
communication and social relationships (Slattery, 2003, p.128).
The idea was to create a
social and friendly business environment to motivate the whole crew. Furthermore
the employees should get in contact with each other to achieve a feeling of
harmony in the organization. Development and integration of the workforce
instead of oppression were further key elements principle of “developing a
science for each element of work” (Thompson and McHugh, 2009, p.30).
WHILE
Scientific management theory
Within
this principle Taylor summarizes the whole accumulated knowledge of the workers
and the company. Hence, he creates rules and norms for each process.
Furthermore, he divided the processes in small parts and analyzed them
concerning their lead time and course of movement. As a result Taylor could
identify and eliminate interference factors (Taylor, 1911, p.24).
After
these processes the second principle follows referring to the workers. Before
Taylor developed this principle there was no selection or training of the
workforce. Employees worked on their own and improved their skills and routines
as good as possible. Now, a scientific based selection took place. Furthermore,
the staff was exactly informed what they had to do and in which kind of way
they had to do it (Taylor, 1911, p.36).
Nevertheless, one problem was left and this
was about motivation. Taylor named a number of different reasons, why the men
worked very slowly and not as quickly as possible. This behavior was called
“soldering”. One of Taylor’s explanations is the assumption of those men that
if they work faster and maximize their output that this would finally lead to a
reduction of the workforce (Taylor, 1911, p.13).
However, the opposite is the case. Working
faster means that the same number of people produce more goods. As a result
unit costs decrease and the company can sell the merchandises to lower prices.
Accordingly demand and also the profit rises and thereby the enterprise can pay
higher wages to their employees. Resulting from this, Taylor implemented an
incentive payment system to reward these workers who work more than others.
Thus, he motivated the men in an economical way and reduced the might of the
work-teams (Littler, 1982, p.55).
The
third principle is about “cooperation between management and the workers to
ensure that the work is done according to the science” (Thompson and McHugh, 2009,
p.30).
This
principle has two aims. On the one hand Taylor wants to achieve that the whole
workforce follows the defined processes. On the other hand management and
workers should work together. It is essential that both parties realize that it
is more profitable for the company and their selves when they work hand in
hand. Furthermore this is a key determinant to translate scientific management
from theory into practice (Taylor, 1911, p.26).
WHILE
Administrative
management theory
General administrative theory is a set of 14 principles
of management, as set forth by Henri Fayol, a French mining engineer and
executive. He believed that the following principles could be applied to any
business:
Division
of work. By having
employees specialize in just a few tasks, they can become much more efficient than having employees engage in every
possible task. Though quite correct, this principle resulted in deeply
uninteresting jobs; employers have subsequently added back tasks to make jobs
more interesting.
Authority. Managers must be vested with authority,
which gives them the right to
give orders. This principle has held up, though a general trend toward pushing
decision making deep down in the organization has shifted authority to more and
more people.
·
Discipline.
Employees must obey the governing rules of the organization. This principle is
still true and remains relevant.
·
Unity of command. Each employee should only receive orders from one supervisor. This
principle has largely held up, though matrix
organizations
involve the use of two supervisors. Also, teams are more likely to operate with
reduced levels of supervision, instead tackling issues as a group.
·
Unity of direction. There should be one plan of action to guide employees. This principle
is inherently obvious; there cannot be multiple, possibly conflicting plans
tugging employees in different directions.
·
Subordination of individuals to the group. The interests of a single employee
do not override those of the entire organization. If this principle were to be
violated, employees could refuse to work on essential but uninteresting tasks.
·
Remuneration.
Employees must be paid a fair wage. Though obvious, this principle points out
that employees will work harder if they are properly compensated for their
work. Subsequent research has found that remuneration only forms a part of the
rewards that employees tend to value.
Centralization. The amount of decision making should be
properly balanced throughout the organization, and not just at the top. This
was a quite forward-thinking principle, and
Conclusion
Therefore
the above explain about the difference between between scientific,
administrative human relation theories
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