Slide 1

Formal study of organizational behavior began in the 189os, following the industrial relations
movement.

Slide 2
SCIENTIFIC MANAGEMENT
In the 1890s, Frank and Lillian Gilbreth and Frederick Winslow Taylor identified the positive
effects of precise instructions, goal setting, and rewards on motivation. These ideas became
scientific management.

Slide3
SCIENTIFIC MANAGEMENT
Scientific management is based on the belief that productivity is maximized when
organizations are rationalized with precise sets of instructions based on time-and-motion
studies.

Slide 4
SCIENTIFIC MANAGEMENT
The four principles of scientific management are:
1. Studying tasks using time-and-motion studies
2. Scientifically select, train, and develop workers
3. Managers provide detailed instructions
4. Divide work between workers and managers
Slide 5

INCREASED MONOTONY
Although scientific management improved productivity, it also increased the monotony of
work. Scientific management left no room for individual preferences or initiative, and was not
always accepted by workers.

Slide6
HAWTHORNE EFFECT
The Hawthorne effect occurs when people improve
some aspect of their behavior or performance simply because they know they are being
assessed.

Slide 7
HAWTHORNE EFFECT
This effect was first identified when a series of
experiments that came to be known as the Hawthorne studies were conducted on Western
Electric plant workers in Hawthorne.

Slide 8
HAWTHORNE EFFECT
One of the working conditions tested at the Hawthorne plant was lighting:
o Brighter lights, production increased
o Dimmer lights, production also increased
Slide 9

HAWTHORNE EFFECT
George Elton Mayo, founder of the human relations movement initiated by the Hawthorne
studies, explained this finding by saying that the workers tried harder because of the
sympathy and interest of the observers.

Slide 10

HAWTHORNE
EFFECT
The Hawthorne studies prompted further investigation into the effects of social relations,
motivation, communication, and employee satisfaction on factory productivity.
Slide 11
HUMAN RELATIONS
MOVEMENT
The human relations movement stressed that the human dimensions of work, including group
relations, can supersede organizational norms and even an individual's self-interests.

Slide 12

MARY
PARKER FOLLETT
Follett discovered a variety of phenomena, including creativity exercises such as
brainstorming, the "groupthink" effect in meetings, and what later became known as
"management by objectives" and "total quality management."

Slide13

W. EDWARDS DEMING
W. Edwards Deming is known as the "guru of quality management." His classic 1986 book
describes how to do high-quality, productive, and satisfying work.

Slide14

FEAR IN THE WORKPLACE

Deming also felt that when things go wrong, there is a 94 percent chance that the system
(elements under managerial control including machinery and rules) rather than the worker is
the cause.

Slide 15

TOTAL QUALITY MANAGEMENT

The total quality management movement initiated by Deming again highlights the importance
of people, teamwork, and communication in an organization's success.

Slide 16

This brief history helps to set the stage for an understanding of organizational behavior.

Absolutely, let's break down each slide with its own explanation:

Slide 1: Introduction to Organizational Behavior

Formal study of organizational behavior originated in the 1890s, concurrent with the industrial relations
movement. This period marked the beginning of systematic inquiry into how organizations function,
interact, and influence individual behavior within them.

Slide 2: Scientific Management

Scientific management, developed in the 1890s by Frank and Lillian Gilbreth and Frederick Winslow
Taylor, focuses on improving productivity through precise instructions, goal setting, and rewards. It
advocates for rationalizing organizations using time-and-motion studies to optimize efficiency.

Slide 3: Scientific Management Principles

Scientific management is founded on four principles: analyzing tasks through time-and-motion studies,
scientifically selecting, training, and developing workers, providing detailed managerial instructions, and
dividing work between workers and managers to streamline operations.

Slide 4: Impact on Work Monotony

Despite its productivity benefits, scientific management heightened work monotony by minimizing
individual autonomy and creativity, often leading to dissatisfaction among workers and resistance to the
rigid system.

Slide 5: Hawthorne Effect Overview

The Hawthorne effect refers to the phenomenon where individuals improve their performance when
they are aware of being observed or studied. This effect was first observed during experiments
conducted at the Western Electric plant in Hawthorne, prompting further exploration into the influence
of social factors on productivity.

Slide 6: Hawthorne Lighting Experiments

One of the notable experiments conducted at the Hawthorne plant involved testing the impact of
lighting on productivity. Surprisingly, both brighter and dimmer lights resulted in increased production,
highlighting the complex interplay of social and environmental factors in the workplace.

Slide 7: George Elton Mayo's Explanation

George Elton Mayo, a key figure in the human relations movement, attributed the Hawthorne effect to
the workers' increased effort due to the attention and interest shown by the observers, underscoring the
significance of social relations in shaping behavior.

Slide 8: Hawthorne Studies' Impact

The Hawthorne studies spurred further investigations into the effects of social relations, motivation,
communication, and employee satisfaction on factory productivity, laying the groundwork for the human
relations movement.

Slide 9: Human Relations Movement

The human relations movement emphasizes the importance of considering human factors, such as group
dynamics and interpersonal relationships, in organizational management, challenging the rigid principles
of scientific management.

Slide 10: Contributions of Mary Parker Follett

Mary Parker Follett's contributions include identifying creativity-enhancing exercises, such as
brainstorming, and recognizing phenomena like "groupthink" in meetings, which have influenced
modern management practices like "management by objectives" and "total quality management."

Slide 11: W. Edwards Deming's Influence

W. Edwards Deming, renowned for his work in quality management, emphasized the systemic nature of
failures, advocating for a shift from blaming individuals to improving systems to achieve high-quality,
productive work.

Slide 12: Fear in the Workplace

Deming highlighted the detrimental impact of fear in the workplace and emphasized the need for trust,
collaboration, and continuous improvement to foster a culture conducive to high performance.

Slide 13: Total Quality Management

Total quality management, inspired by Deming's principles, emphasizes the importance of people,
teamwork, and communication in achieving organizational success through continuous improvement
and customer satisfaction.

Slide 14: Conclusion

This brief history of organizational behavior outlines key theories and movements that have shaped
modern management practices, underscoring the dynamic interplay between organizational structure,
social dynamics, and individual behavior within organizations.

Example

Certainly! Here are some examples to illustrate key concepts from each slide:

Slide 1: Introduction to Organizational Behavior

Example: In the 1890s, during the industrial revolution, factories began implementing systematic
approaches to production, leading to the formal study of how workers behave within these
organizational structures.

Slide 2: Scientific Management

Example: A manufacturing company implements Taylor's principles by breaking down production tasks
into smaller, more manageable steps, training workers to perform each step efficiently, and setting clear
performance targets to improve productivity.

Slide 3: Scientific Management Principles

Example: A retail chain adopts scientific management principles by using time-and-motion studies to
optimize store layout and employee workflows, resulting in faster checkout times and improved
customer satisfaction.

Slide 4: Impact on Work Monotony

Example: Despite increased productivity, assembly line workers in an automobile factory feel
demotivated and disengaged due to the repetitive nature of their tasks, leading to high turnover rates
and low morale.
Slide 5: Hawthorne Effect Overview
Example: A call center introduces performance monitoring software, and employees start improving
their call handling times and customer satisfaction scores, knowing their performance is being tracked.

Slide 6: Hawthorne Lighting Experiments

Example: A software development team finds that when they work in a well-lit, open office environment,
they tend to collaborate more effectively and produce higher-quality code compared to when they work
in dimly lit cubicles.

Slide 7: George Elton Mayo's Explanation

Example: A manager notices that when they provide positive feedback and recognition to their team
members, productivity and morale improve, reflecting Mayo's idea that attention and interest from
superiors can positively influence employee behavior.

Slide 8: Hawthorne Studies' Impact

Example: Inspired by the Hawthorne studies, a manufacturing company conducts surveys and focus
groups to understand employee satisfaction levels and identifies areas for improvement in workplace
culture and communication.

Slide 9: Human Relations Movement

Example: A tech startup encourages team bonding activities and fosters an open-door policy, creating a
supportive work environment where employees feel valued and motivated to contribute their ideas.

Slide 10: Contributions of Mary Parker Follett

Example: During a brainstorming session, employees generate innovative solutions to a business
problem, leveraging Follett's creativity exercises to encourage collaboration and idea-sharing within the
team.

Slide 11: W. Edwards Deming's Influence

Example: A manufacturing company implements Deming's principles of total quality management by
empowering employees to identify and address quality issues on the production line, leading to reduced
defects and improved customer satisfaction.

Slide 12: Fear in the Workplace

Example: In a hierarchical organization, employees are hesitant to voice their opinions or suggest
improvements for fear of retribution from their supervisors, hindering innovation and growth within the
company.

Slide 13: Total Quality Management

Example: A healthcare facility implements total quality management by involving frontline staff in quality
improvement initiatives, resulting in streamlined processes, reduced medical errors, and better patient
outcomes.

Slide 14: Conclusion

Example: Through the study of organizational behavior and the implementation of various management
theories and practices, companies can create more effective and productive workplaces where
employees feel valued, engaged, and motivated to contribute to the organization's success.