ORGA 316 Social Organization
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Questions and Answers

Which outcome from the Hawthorne studies emphasizes the worker as a social being?

  • Efficiency increase
  • Taylorism assumptions
  • Cost of employee satisfaction
  • Human relations theory (correct)

    • What is the significance of the 'Hawthorne effect' in organizational behavior?

  • It suggests that management control is unnecessary.
  • It describes change in behavior due to observation. (correct)
  • It reduces employee productivity.
  • It emphasizes the importance of physical working conditions.

    • What did the Hawthorne studies challenge regarding traditional management assumptions?

  • The structure of formal organizations.
  • The view of employees as mere resources. (correct)
  • The ineffectiveness of leadership.
  • The need for group monitoring.

    • Which of the following aspects was NOT a focus of the Hawthorne studies?

    <p>Employee compensation methods</p> Signup and view all the answers

    Which statement best reflects the renewed interest in management following the Hawthorne studies?

    <p>Importance of leadership, motivation, and culture.</p> Signup and view all the answers

    Study Notes

    Social Organization

    • Rational design conundrum: Efficiency, productivity, management control, cost of employee satisfaction, dehumanizing jobs, employer-employee conflict are all part of this.
    • Hawthorne studies aimed to address these issues.
    • Hawthorne studies objectives: Increase efficiency, discover optimal working conditions for workers, increase productivity.
    • Hawthorne study outcomes: Discovered human relations theory, worker as social being, human cooperative systems, informal organization.
    • Hawthorne effect: Impact of observation on worker; a change in observed phenomena (like behavior or recovery), possibly caused solely by the subjects knowing they are being observed.
    • Taylorist assumptions: Physical environment (e.g., lighting) impacts worker conditions (e.g., fatigue). Self-interest in pay; groups can cause problems (e.g., unions).
    • Human relations: Social side of the organization, interest in leadership, motivation, change and culture; challenge of management assumptions; laid foundations for human relations, interest in groups and informal organization.
    • Summary: Introduced the social side of organizations to management theory; managers no longer constrained to process/coercive approaches but a more positive view of teamwork is needed.

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