Managerial Skills: Robert Katz
Ø Skills or competencies need to achieve goals
Ø Technical
skills:
specialized knowledge, e.g. civil engineers, oral surgeon
Ø Human Skills: understand human, motivate individuals,
delegate, communication, conflict resolution
Ø Conceptual
Skills: Ability to
diagnose complex situation, identify problem, alternative solutions.
Hawthorne
Experiments and Human Relations
Ø Reasons for human behavior at work
Ø Real cause of human behavior
Ø Human relation approach of management
Ø Hawthorne plant of Western Electric Company,
outside Chicago, manufacturing of telephone bell, 30000 employees (thirty
thousand)
Ø Problems related to pensions, workers benefits,
sickness benefits
Ø Productivity was low
Ø 1924 : National academy of science to
investigate problems (low productivity)
Ø Elton Mayo
(psychologist), whitehead and Roethis Berger(sociologist) and William Dickson
(company representative)
Ø Study the relationship
between productivity and physical working conditions
Ø Four phases: each phase attempting to answer
the question raised at the previous phase
Ø Four phases of Hawthorne Experiment:
o
Illumination Experiment (1924-27): experiment to determine the effect
of change in illumination on productivity.
o
Relay assembly test room experiment
(1927-28): experiment
to determine the effects of changes in hours and other working conditions on
productivity.
o
Mass interviewing Program(1928-1930): Conducting plant-wide interviews to
determine worker attitude and sentiments.
o
Bank wiring observation room
experiment(1931-32):
determination and analysis of social organization at work.
Ø Illumination
experiments:
o
Levels of
illumination (light at work place, physical factors) affected the productivity
o
Hypothesis:
higher illumination- higher productivity
o
Group of
workers
§ Two separate groups
§ Experiment
group: higher light illumination
§ Control
group: continue constant illumination
intensity
o
Increase
illumination in experimental group, both group increased productivity.
o
Decreased
intensity: No impact of deceased intensity on experimental group, decreased
intensity at moon light level only
o
No impact of
light intensity on productivity
Ø Relay
Assembly Test Room Experiment:
o
Effect of
changes in various job condition on group productivity.
o
Relay
assembly test room, two girls were chosen. They were asked to choose four more
girls as coworkers (2+4=6).
o
Observer,
girls were consulted before any changes
o
Changes and
their result:
§ Incentive scheme: extra pay on the productivity of small
group (other 5 girls output)
·
The
productivity increased as compared to before
§ Two five
minutes rests: morning
and evening
·
Increased to
10 minutes
·
Productivity
increased
§ Rest period
was reduced to 5 Minutes but frequency was increased
·
Productivity
decreased, affected the rhythm of work
§ Two rest of
10 minutes:
·
Morning:
coffee or soup
·
Evening:
Snacks
·
Productivity
increased
·
Changes in
working hours and work days
o
Girls were
allowed to go home early
o
Productivity
increased
§ Absenteeism decreased, morale increased, less
supervision required
§ Revert back to original position,
productivity increased
§ Development of attitude towards work, feeling
of stability , sense of belongingness , freedom, responsibility and self-discipline
Ø Mass
Interview Program:
o
20,000
interviews were conducted
o
Employee
attitude towards supervision, company, insurance plans, promotion and wages.
o
Complaints
are symptoms of personal disturbance.
Ø Bank wiring
observation room experiment:
o
14 male
workers, functioning of small group and its impact on individual behavior
o
9-wireman,
3-solderman, 2-inspector
o
Average
wages on the basis of group output (Bonus)
o
Hypothesis :
workers would produce more and in order to the advantage of group bonus (Earn
more)
o
Workers
decided target for them, less than company’s target
o
4 reasons:
§ Fear of unemployment: more production/ head,
some workers would be put out of employment
§ Fear of raising standard
§ Protection of slow workers
§ Satisfaction on the part of management
·
Accepted
lower production
·
No one was
fired/retrenched
Ø Implications
of Hawthorne Experiments:
o
Group set
certain norms, including personal conduct, employees create groups which may be
different form of their official group
o
Social
organization at work.
o
Organization
is basically influenced by social factors
o
Elton Mayo “
A social system”
o
Conflict
between organization and group created
o
Leadership:
important for directing group behavior
o
Formally
appointed leader: supervisor
o
Informal
leaders plays important role in directing group behavior
o
Supervision:
§ friendly supervisionà increased productivity
§ Maintaining orders, controlled atmosphere
:low productivity
o
Communication:
§ Important aspect of organization
§ Workers can be explained
§ Participation of workers in decision making
and problem solving
a.
Increasing
foreign assignments
b.
Working with
people from different cultures
c.
Employees
born and raised in different cultures
d.
Coping with
anticapitalizm
e.
Movement of
jobs to countries with low labor cost ( low cost labor)
f.
Balancing
the interest of their organization with their responsibilities to the
communities in which they operate.
g.
Min. wages
are high in America
h.
Americans
wear clothes from India and china
i.
Workforce
diversity: gender, age, race, ethnicity, and sexual orientation, women, people
of color, physically disables, senior citizens, gays and lesbians in U.S.
j.
Categories of
workforce: ST,SC,OBC, EX-defense services, bonafide, displaced people
k.
Quality
management: the constant attainment of
customer satisfaction through the continuous improvement of all organization
process
l.
Process
reengineering
m.
Quality of
processes and products
n.
Very good is
not good enough
o.
Expanded
capacity, advance technology
p.
Fast and
flexible organization
q.
Flexibility,
spontaneity, unpredictability
r.
Jobs are
redesigned continue
s.
Computers at
banks
t.
Internet and
computers
u.
Different
work place for many people
v.
Job perform
from home, Non-office location
w.
Independent
contracts, telecommunication, software programmers
x. Extension of office hours
y. Communication and technologies
z. Work at home, car, on beach
aa. Dual career couple
bb. Flexible work schedule
cc. Provide job security
dd. Create ethical healthy environment
ee. Minimum degree of ambiguity regarding what
constitute right and wrong behavior.
ff.
Behavior and
attitude of employees
gg.
Employees
attitude and behavior are associated with customer satisfaction
hh.
Customer
responsive culture
ii.
Friendly,
courteous, accessible, knowledgeable, prompt in responding to customer needs.
jj.
Decision
making is being pushed down
kk.
Freedom to
make schedule
ll.
Procedure
and to solve work related problems
mm.
Full control
to their work
nn.
Self-managed
teams
Ø Henry Mintzberg (late 1960s)
Ø 10 roles, Highly interrelated
Ø Interpersonal:
1.
Figure Head:
symbolic head, legal and social duties
2.
Leader:
Direction, Motivation
3.
Liaison:
Maintain a network
Ø Informational:
1.
Monitor:
review of information
2.
Disseminator:
spread information
3.
Spokesperson:
transmit information to outsiders
Ø Decisional:
1.
Entrepreneur:
search opportunities, new projects
2.
Disturbance
handler: corrective decision
3.
Resource
allocator: make or approve decision
4.
Negotiator:
represent the organization at major negotiation
