HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Question 1

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Answer 1

INDIVIDUALS WITHIN THE BUREAUCRACY
This era incorporated a social science perspective on meeting organizational objectives. The central focus of this era was on human needs (of those within the organization) and management strategies for more readily addressing the human side of organizations. Less of a scientific principles based approach. Conventional organizational theory and its approaches to studying organizations (such as Scientific Management) have painted humans as passive, tied individuals to limited jobs that do not make use of their full capabilities, discouraged the acceptance of responsibility, and have taken away meaning from work. People today have gotten used to being controlled in industrial organizations, manipulated, and not having their needs (social, egoistic, self-fulfillmen) met. A new human-focused approach is proposed.
*This period also emphasized a different way of viewing organizations. More of an open system that is reliant upon the outside environment. Such a perspective is not new as Selznick (1949) of cooptation implies that outside influences do impact bureaucracy functioning, Therefore cooptation is a strategy got overcoming would be environmental hindrances

Question 2

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Van Mart (2005)

Answer 2

Van Mart (2005)-The human relations theory focuses on worker motivations and argues that workers needs are not only more complex, but a legitimate and necessary concern for managers to address.

Question 3

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Maslow, A.H. (1943)-A Theory of Human Motivation

Answer 3

Maslow, A.H. (1943)-A Theory of Human Motivation

• Turns attention towards those things beyond efficiency, democracy, centralization, and hierarchical structure. States that humans have needs at five different levels. The needs of individuals within the public organization are brought to light. Within the public organization, individuals should be looked at are more than just mere robots. Management should devise mechanisms to attend to the basic needs of individuals. Only at attending to the needs of individuals could management generate more productivity.
  http: //pubad-ias.blogspot.com/2011/09/herzberg-vs-maslow.html

Question 4

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Maslow, A.H. (1943)-A Theory of Human Motivation

Answer 4

If Maslow’s theory is true, there are some very important leadership implications to enhance workplace motivation, and you don’t need a masters in applied psychology, for it to be evident. There are employee motivation opportunities by motivating each employee through their style of management, compensation plans, role definition, and company activities.
• Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life’s essentials.
• Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats.
• Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics.
• Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated.
• Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.

Question 5

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Katz, Daniel and Kahn, Robert L. (1966)-Organizations and the Systems Concept

Answer 5

Katz, Daniel and Kahn, Robert L. (1966)-Organizations and the Systems Concept
*Promotes a new open system view of organizations as opposed to the closed-loop mechanic-like entity what is closed off from outside influence and relies on scientific principles to study internal organizational functioning.
[SIDE NOTE] Similar to the notion of cooptation (Selznick, 1949) where outside influences can impact organizational decision making).

Question 6

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Maslow, A.H. (1943)-A Theory of Human Motivation

Answer 6

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Maslow, A.H. (1943)-A Theory of Human Motivation

Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term

Question 7

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Katz, Daniel and Kahn, Robert L. (1966)-Organizations and the Systems Concept

Answer 7

Katz, Daniel and Kahn, Robert L. (1966)-Organizations and the Systems Concept
Traditional organizational theories have portrayed human organizations as closed systems that are closed off from any influence of their outside environment. This means that there has been a disregard or a downplaying that different organizational environments are indeed different and that organizations may indeed depend on their environment. This has led to an over-reliance on scientific principles on internal organizational functioning and a failure to develop and understand the process of feedback which is vital to organizational survival.
Organizations are open systems as opposed to closed systems (common sense approach). Organizations are like open systems in that they bring in energy from the outside environment, transforms that energy into some product, and exports that product back out into the environment. Organizations must continually import more energy from the environment that they expend through the transformation and exporting process. Imported energy consistently educates the organization of outside environmental conditions

Question 8

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Katz, Daniel and Kahn, Robert L. (1966)-Organizations and the Systems Concept

Answer 8

[SIDE NOTE]Similar to Dahl (1947) who stated that PA fails to take note of their social settings/outside environments. Being cognizant of outside influences is somewhat indicative of democracy
The misconceptions of viewing organizations as closed rather than open systems are:
1. The failure to recognize fully that the organization is continually dependent upon inputs from the environment and that the inflow of materials and human energy is not a constant.
a. Causes the failure to recognize equifinality (there is more than one way to get to the same end) of the open system. In a closed system, the same conditions must lead to the same end.
b. The notion that irregularities in the functioning of the system due to environmental influences are error variances and should be treated accordingly, whereas open systems would maintain that environmental influences are not sources of error variances but are integrally related to the functioning of a social system.
2. Results in a failure to develop the intelligence or feedback function of obtaining adequate information about the changes in environmental forces.

Question 9

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Grodzins, Morton (1966)- The American System

Answer 9

Grodzins, Morton (1966)- The American System
*The federal system of government is very chaotic/fragmented and being held accountable by citizens is difficult because citizens do not know who to blame. Democracy has been affected by fragmented government because efficiency and effectiveness is affected and citizens do not know who to hold accountable. The lines of government delineating specific roles and functions of the different segments of government has become blurred.
[SIDE NOTE] This perhaps indicates that that conflict (between executive authority for efficiency and legislative representativeness) that Kaufman (1956) alluded to is still prevalent 10 years later. The machinery of government is too large and this affects democratic accountability.

Question 10

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Grodzins, Morton (1966)- The American System

Answer 10

Grodzins, Morton (1966)- The American System The American System of Government, a democratic system should be arranged simply so that it can be better understood by citizens so that citizens can make informed decisions about public institutions by rewarding good agencies at the voting booths and penalizing the bad ones (i.e. accountability). Government has grown very big and chaotic with the federal government, thousands of cities/townships, counties, and agencies. Governmental functions and responsibilities are much dispersed and it becomes a convoluted when attempting to determine what agency performs what specific function. Such chaos extends to the federal government where elected legislative officials are just as fragmented in their ability to control agencies. Government lacks in effectiveness and efficiency.
The key takeaway is that while it may not be what we desire, the American federal system is set up to be one government, serving common people, to a common end. The mistake is that this is ultimately how government should be set up because in a democratic system individuals have different needs.
[SIDE NOTE] I understand the author’s point and it is somewhat plausible. However, to suggest that government should be set up in a more uniform manner to serve the multiple interests of people is to suggest that it should be made more complex because in a democratic society needs and desires are to complex.

Question 11

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Bennis, Warren (1967)- Organizations of the Future

Answer 11

Bennis, Warren (1967)- Organizations of the Future

*Suggests a contrasting view to bureaucracy whose tenets of centralization, specialization, and hierarchy portrays individuals as homogenous and simple beings. The future of the 20th century will require a new organizational structure besides that of a bureaucracy.
Bureaucracies portray individuals as simple and denote stability/predictability of the future/precision/order-will be threatened by a greater focus on human psychological needs, complex human behavior, organization growth and scope of activities, and incorporation of technology. Organizations of the future will be arranged in such a way to recognize employees as diverse in their backgrounds and complex in their needs and desires. Organizations will be influenced more by their outside environment (i.e. Katz and Kahn 1966) and will need to be more adaptive to these outside influences. Thus a managerial approach needs to be just as adaptive/flexible in order to reap success. Look to Page 222 for a outlining of the difference between bureaucratic organizations and those of the future.

Question 12

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Ott, Steven J. (1990) Understanding of Organizational Culture

Answer 12

Ott, Steven J. (1990) Understanding of Organizational Culture
*Understanding that there is an informal organization that exists as a subcomponent of formal organizations. There are two primary schools of thought when thinking about organizations: 1) Mainline perspective approach (closed system organizations) and 2) Organizational culture approach.
Organizational culture theories are predicated only on assumptions and this deviates from the mainline perspectives (organizations as closed systems) which stipulates that quantitative, experimental-type, logical positivist, scientific research is useful for studying organizations. The mainline perspective also posits that organizations are institutions whose primary purpose is to accomplish goals that are set forth by people in authority. In the mainline perspective, organizational theories are concerned with how to best design organizational structures and manage to attain goals effectively and efficiently. The personal preferences of organizational members are restrained by formal rules, authority, and rational behavior

Question 13

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Ott, Steven J. (1990) Understanding of Organizational Culture

Answer 13

Ott, Steven J. (1990) Understanding of Organizational Culture

Organizational culture theories are predicated only on assumptions. Organizational culture is an unobservable force behind organizational activities and is comprised of such things as shared values, beliefs, assumptions, perceptions, norms, and patterns of behavior. Culture to an organization is like personality to a person. Organizational culture refers to a set of theories that attempt to explain and predict how organizations and its people act in them. Organizational culture approach assumes that organizational behaviors are predetermined by patterns of basic assumptions existing in the organization. [SIDE NOTE-Closed loop approach]. A pervasive organizational culture will become the norm and the accepted truth about how things are done within the organization. A strong culture controls organizational behavior and can block the organizational from making changes needed to adapt to the environment. Personal preferences of behavior and not controlled by formal rules and authority but are instead guided by norms, beliefs, and assumptions.
The organizational culture perspective is beneficial for describing and explaining, and to some extent predicting behavior when organizations are facing fundamental changes. Organizational culture is still a very nebulous concept (at the time this article was written) and its utilization presents more questions than answers.

Question 14

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter

Answer 14

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4
*Emphasized vertical or (hierarchical?) leadership. Leadership is dictated by the situation at hand rather than by the arbitrary top-down position imposed leadership.
[START HERE]

Question 15

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

Answer 15

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

Businesses provided the opportunity for personal development and a place where the interweaving of activities created spiritual values. Additionally, it creates an environment for the pioneering of human relations through coordination processes. Therefore, business has a broader social purpose besides just that of profit-making. The primary task of an organization is to coordinate efforts which transforms the efforts of individuals into a collective unit. [SIDE NOTE Whereas democracy as stated by Follet must represent individual interests, the outcome of business can be viewed as representing individual efforts.] Power within the organization flows both vertically and horizontally and individual departments should predicate their actions based on what is best for the democracy.

Question 16

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter

Answer 16

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter

Authority within an organization is pluralistic and cumulative meaning that it is derived from the bottom up-as opposed to from the top down.  Authority in reality is held by those from below because it is the outcome of interlocking activities, accruing to those with knowledge and experience and the skills to apply such knowledge and experience. Authority is a process, nor the final moment of decision. Authority is a reciprocal process. A drawback is that the arbitrary top-down organizational authority causes us to lose what could be learned from those at the bottom (subordinates), friction is created, pride is destroyed, and the sense of individual authority is destroyed. [SIDE NOTE-McGregor 1957 makes this same reference]. Authority should be a circular/reciprocal behavior that is dictated by the situation at hand and not by personal imposition. It derives its validity from “mutual contributions of the order-giver and the order-receiver.

Question 17

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

Answer 17

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

According to Follet, an effective leader in an organization is based on their ability to attain functional unity in an organization as opposed to being based on position or personality. The leader’s task is to organize and integrate experience and to facilitate leadership in those below. In this sense, Follet emphasizes horizontal more so than vertical leadership (i.e. dlegated leadership).  There are three primary leadership functions emphasized by Follet. Coordination function is the education and training of individuals to that individuals give what they are capable of giving. Definition of Purpose function is communicating the big picture to employees so that they feel that they are working for a common end. Anticipation function entails understanding the long term good of the greater community and creating situations in which that good can be achieved.  The future will depend on more widely diffused leadership within the organization. The need for leadership also exists at many points within the organization. Centralization and decentralization can be attain simultaneously as the executive  retains responsibility for the whole, while each individual at the bottom assumes responsibility for their own functions in the whole. The relationship between leaders and followers  is reciprocal in that leaders will guise and followers keep leaders in control and in the know by making suggestions, taking wrong orders back for correction, and keeping faith in common purpose. The expert within the organization should not be able to manipulate and coerce. Instead, the expert’s knowledge should be coalesced with the executive’s knowledge and decision-making ability

Question 18

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

Answer 18

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P.- In Fry and Raadschedlers 2008 Chapter 4

SIDE NOTE- In her writing, Follet emphasized diffused leadership in which those at the lower tier of the organizations are granted leadership powers. Leadership should not be arbitrary top-down, instead leadership should be dictated by the situation and is a circular/reciprocal give and take relationship. In other words, unlike the orthodoxy period which emphasized top-down one way centralized leadership, leadership should also emanate from below and executives and subordinates should share in their leadership.

Question 19

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P. (1926)-The Giving of Orders

Answer 19

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P. (1926)-The Giving of Orders

• iShare power with and not hold power over.
• Mary Parker was a revolutionary in that she was able to discern the human component of organizations at the time when PA scholars were still predisposed with questions regarding the adoption of business-like practices in the public sector, centralization, efficiency, scientific principles of administration, executive authority and the politics-administration dichotomy. She was able to philosophize on issues addressing employee empowerment, hierarchical leadership, reciprocal leadership, and information sharing.
• This reading falls along the lines of the human approach to organization in that it addresses recognizing that employees are unique individuals within the organization and should be seen as such particularly when conveying orders to them.

Question 20

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P. (1926)-The Giving of Orders

Answer 20

Follet, Mary P. (1926)-The Giving of Orders

Follet advises top managers/executives within organizations that it is not likely that they can relay orders to subordinates and simply expect employees to carry out those orders without some angst, trepidation, resistance, or resentment. There is an inherent conflict within an individual who desires to resist an order because there is animosity towards the boss (order-giver). However, the individual must carry out this order-albeit reluctantly-because they desire to retain their employment.

Question 21

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P. (1926)-The Giving of Orders

Answer 21

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Follet, Mary P. (1926)-The Giving of Orders

The way of generating favorable response to an order is depersonalize orders and allow individuals to take orders from the situation at hand. Depersonalization means that both the order giver and the order receiver should both agree on the situation and the situation should grant the order. Scientific Management is lauded for doing this in that it depersonalizes the order. Follet suggests that orders should be the law of the situation, The situation is always evolving so therefore orders do not remain stagnant, and orders should involve circular/reciprocal and no behavior. In other words, situations are different and generate a different set of responses. A soldier in the military may act in opposition to his training based on the situation at hand.

Question 22

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Mayo, Elton.- In Fry and Raadschedlers 2008 Chapter 5

Answer 22

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Mayo, Elton.- In Fry and Raadschedlers 2008 Chapter 5
*eFocused on the attitudes and sentiments of workers, the importance of social groups in affecting individual worker behavior, group leadership, and informal relations.
WIKIPEDIA- Elton Mayo is referred to as the father of the “Human Relations” movement. The human relations movement worked parallel to the notion of scientific management aiming to address the social welfare needs of workers and therefore elicit their co-operation as a workforce. It originated in the 1930s’ Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of Human Relations. Elton Mayo’s work has been widely attributed to the discovery the ‘social person’, allowing for workers to be seen as individuals rather than merely robots designed to work for unethical and unrealistic productivity expectations. Human relations suggests that management should treat workers as individuals, with individual needs

Question 23

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Mayo, Elton.- In Fry and Raadschedlers 2008 Chapter 5

Answer 23

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Mayo, Elton.- In Fry and Raadschedlers 2008 Chapter 5

[SIDE NOTE-Warren 1967 argues the same sentiment in that organizations of the future will be comprised of individuals with different needs. Therefore management should be prepared to address this individuals needs and means to motivate individuals]. In doing so, employees are supposed to gain an identity, stability within their job and satisfaction, which in turn make them more willing to co-operate and contribute their efforts towards accomplishing organizational goals.

Question 24

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Henderson, L.J., Whitehead, T.N., Mayo, Elton ()-The Effects of Social Environment

Answer 24

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY
Henderson, L.J., Whitehead, T.N., Mayo, Elton ()-The Effects of Social Environment
YComplex industrial organizations serves two purposes: 1) To produce certain goods or services and 2) Creating and distributing satisfaction among individual members of the organizations.
Whereas the orthodoxy period that individuals are motivated by pensions and monetary rewards (Denhardt and Denhardt, 2007), this revealed that individuals are also driven by by social and psychological needs.
The Hawthorne Plant of Western Electric Company indicates that individual personalities and social relationships had an effect on routinized work. Increased output was the result of “the organization of human relations, rather than the organization of technics.” No study of human situations which fails to take account of the non-logical (non-technical) social routines can hope for practical success.”

Question 25

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

Answer 25

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations
*Promotes the existence of informal organizations within formal organizations. These informal organizations influence attitudes, beliefs, agitations etc. within the formal organization itself. Hence, informal organizations reinforce the functions of formal organizations.

Question 26

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

Answer 26

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

People regularly interact (informally) outside of any formal structure which requires them to do so. These notions are known as informal organizations. These interactions take place without any intended joint purpose-agreed upon purpose by those interacting. Though these interactions may initiate without an initial or preconceived purpose, important character or joint results do emerge from these interactions which are beneficial to the formal organization. There are two main effects of Informal Organizations: 1) They create certain attitudes, customs, behaviors, habits, institutions and 2) Create conditions under which formal organizations (clearly defined organization structure-chain of command) may arise.

Question 27

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

Answer 27

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

These informal organizations have influence, formulate attitudes, and agitations within formal organizations. Within formal organizations, informal organizations promote communication, maintains cohesiveness, maintains feelings of personal integrity (within the depersonalized formal organizational structure), self-respect, and independent choice. Informal organizations interactions (within the organizations) do not occur because of some imposed requirement or mandate to do so(as seen with formal organization structures). Instead, informal organization interactions take place by choice-the free volition of those interacting. Informal organizations are important in that they allow individuals to maintain their sense of personality whereas formal organizations impose requirements/restrictions on the individual and disintegrates their personality (takes away one’s personality). Informal organizations are necessary for the operation of formal organizations because they are a means of communication, or cohesiveness, and protect the integrity of the individual.

Question 28

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

Answer 28

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Barnard, Chester, I. (1938)-Informal Organizations and Their Relation to Formal Organizations

Characteristics of Complex Formal Organizations:

• Organizational activities are depersonalized where the individual activities are determined by the needs of the system. Such needs are defined by organization personality/mission as opposed to the interests of the individual.
• Complex formal organizations are specialized in that tasks are organized by purpose.
• Complex formal organizations contain informal organizations that provide benefits to the formal organization (assist communication, foster feelings of personal integrity within the largely depersonalized formal organizational environment.
• The technique of decision within the formal organization structure is not analogous to the individual but is instead dominated by organizational objectives. Therefore any decision has to take the objective environment into account.

[SIDE NOTES] Go to these websites to learn about functions of informal organizations, advantages of informal organizations, and disadvantages of informal organizations.- http://en.wikipedia.org/wiki/Informal_organization
http://kalyan-city.blogspot.com/2011/07/distinguish-difference-between-formal.html

Question 29

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Marshall (1953)-Administrator as Leader

Answer 29

HUMAN RELATIONS APPROACH IN ADMINISTRATION—THIS IS NOT ONE OF THE PRIMARY PERIODS OF PA. THIS WAS JUST A NEW WAY OF VIEWING INDIVIDUALS WITHIN THE BUREAUCRACY

Marshall (1953)-Administrator as Leader
Administration leadership requires more than just a mere organizational hierarchy. It requires an understanding of the psychological dynamics of group behavior, belief systems, status values, and of the learning process. The administrator must be a leader and a teacher.