Human Relations Movement and Scientific Management

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Human Relations Movement and Scientific Management

The Hawthorne Experiments were the very first beginning of the human relations movement. The HR movement came up at the time when the scientific management of Frederic Taylor was the standard. People thought this was a very rational way of work in an organisation.
Elton Mayo had set a standard of how to deal with employees in business but in 1950-1955 people started to realise that working in organisations was beginning to look more like a club of friends having fun in stead of work as it should be. Warren G. Bennis said: 'The approach of Taylor is an organisation without people and the HR-movement is more like groups of people without organisation'.
The first person who tried to join the two theories was Rensis Likert. He focused on the organisation structure and the communication, introducing the linking pin-structure. In this model the employees are divided in groups and the leader of the group is also a member of a higher group. He leads the group but also ensures proper communication to the higher group.

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	Neoclassical Theories of Management The neoclassical theories were an attempt at incorporating the behavioral sciences into classical management thinking (in particular into Scientific Management) in order to solve problems caused by these classical theory practices. The Neoclassical Theories of Management are also referred to as the Human Relations Movement. The Hawthorne experiments started the development of the human relations approach. They revealed the importance of social and psychological factors in determining workers, productivity and satisfaction. This movement is marked by informal grouping, informal relationship and leadership Pattern of communication and philosophy of industrial humanism. The values of human relation are exemplified in the work of McGregor and Maslow. The Human relation approach is a social psychological approach and suggests a business enterprise is a social system in which group norms play a significant role. Financial incentives are seen as a less important factor on a worker's output than are group pressure and acceptance and the concomitant security. It ushered an era of organisational humanism. From now on, managers would no longer consider the issue of organisation design without also considering effects on work groups, employees' attitudes, and manager-employee relationships.