THEORIES ON

HUMAN RELATIONS Insert Image

EDUC 104
KRISTINE SARMIENTO ADILLE
 THEORY
CLASSICAL (BEHAVIORAL
MANAGEMENT VS. MANAGEMENT
THEORY THEORY)

 Focuses on looking Focuses on developing an

at workers solely as a Insert Image
organization and the
means to get work behaviors and motivations
done. of employees.
 “EMPLOYEES ARE
STRONGLY MOTIVATED BY
THEIR PHYSICAL NEEDS
AND MONETARY
INCENTIVES.”
 CLASSICAL
MANAGEMENT THEORY

Classical management theory involves creating

multiple levels of workers to improve
productivity. Employees at the lowest levels find
their tasks overseen by supervisors who, in turn,
are overseen by managers.
CLASSICAL MANAGEMENT THEORY
1. Scientific Approach to Management

The scientific theory of management focuses on

individual efficiency and productivity. The father
of this theory is Fredrick Winslow Taylor (1890-
1940), from his text Principles of Scientific
Management (1911). His proposal was to apply
principles of the scientific method to the practice
of management. His influence is such that the
scientific theory of management is often referred
to as Taylorism.
CLASSICAL MANAGEMENT THEORY
Taylorism, can be summarized as follows:
• Use the scientific method in planning activities - replace any existing practices
or rules of thumb.
• Separate the planning function from the actual work activity.
• Standardize the process, time, equipment, and costs across all processes.
• Workers must be selected and appropriately trained for his/her respective role.
• Time, motion and fatigue figures should be employed to determine the
allocation of effort between workers.
• Cooperate with or facilitate workers in the execution of their responsibilities.
• Work must have functional supervisors who have the knowledge to oversee the
respective field of work.
• Responsibilities should be specifically allocated between workers and
managers.
• Provide financing incentives as motivation for employee productivity
CLASSICAL MANAGEMENT THEORY
2. Administrative Theory of Management
The Administrative Theory of Management was first
generalized by Henri Fayol (1841-1925) with his work
and publications, Fayol's 14 Principles of
Management (1888) and Administration Industrielle et
Generale (1916). Fayol's work was unique from that of
Taylor, who focused on worker efficiency. 

Instead, Fayol focused on organization and structure of

work tasks. He looked specifically at how management
and workers are organized within a business to allow for
the completion of task. 
 FAYOL'S 14 PRINCIPLES OF MANAGEMENT

1. Division of Labor 8. Centralization

2. Authority 9. Line of Authority (Scalar
3. Discipline Chain)
4. Unity of Command 10. Order
5. Unity of Direction 11. Equity
6. Subordination of Individual 12. Stability of Tenure
Interest 13. Initiative
7. Remuneration 14. Esprit de Corps

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 “EVERY SUCCESSFUL
WORKPLACE CULTURE
EMBRACES MULTIPLE
PERSPECTIVES, ACCOMMODATES
VARIOUS EXPECTATIONS AND
FULFILLS THE UNIQUE NEEDS OF
EMPLOYEES.”
 HUMAN RELATIONS
THEORY

 a school of organizational thought which

focuses on worker satisfaction, informal
workplace organizations, and a means of
influencing employee productivity.
PRIMARY CONTRIBUTORS TO HUMAN
RELATIONS THEORY

ELTON MAYO MARY PARKER

• Father of Human Resource Management FOLLET
Visionary and pioneering individual in the field of
• Founder of Human Relations Movement human relations, democratic organization, and
management
PROFESSOR ELTON MAYO
HAWTHORNE EXPERIMENT

Professor Elton Mayo is known as the Father of the Human

Relations Approach to Management Theory. From 1924 - 1932,
he, along with Fritz Roethlisberger, T.N. Whitehead and William
Dickson, conducted the Hawthorne studies (so named for the
location of the studies - the Hawthorne Plan of Western Electric
Company).
The theory became known as the Hawthorne Effect -
individuals perform better when given special attention. 
 Insert Image

HAWTHORNE EXPERIMENT
The findings were as follows:

 Group dynamics (Social Factors) are important determinants of job performance and
output.
 Groups have their own norms and beliefs, independent of the individual members.
 Individuals are not solely motivated by compensation. Perceived meaning and
importance of ones work are the primary determinants of output.
 Employees prefer a cooperative attitude from superiors, rather than command and
control.
 Communication between management and employees is essential to understand
employee issues.
 Workplace culture sets production standards - despite standards set by managers.
 Insert Image

PROFESSOR MARY PARKER FOLLET

.

Visionary and pioneering individual in the field of human

relations, democratic organization, and management. Follet
research classical management principles in the context of
human elements.
 Insert Image

DYNAMIC ADMINISTRATION
In her collective works, Dynamic Administration, Follet used psychology to
explore various aspects of the organizational environment:

• Workers must participate in the decision-making process through defined communication

channels.
• Employees prefer to be integrated into the decision-making process rather than subject to
the command and control of managers.
• Working in groups is generally more productive than working individually.
• Authority and order in an organization should be de-personalized. The facts of a situation
determine the basis of authority and responsibility.
• Managers must integrate employee input in the resolution of conflicts that provide a benefit
to all interested parties.
• Integration between departments or groups within the organization is preferable.
CHARACTERISTICS OF HUMAN
The Human Relations Theory was developed
RELATIONS THEORY as a response to the scientific approach,
moving toward the human aspect of
Human Aspect management. It suggests that humane
treatment is crucial for successful
management.

In addition to economic needs, employers need to focus

Job Satisfaction on social and psychological needs and expectations as
well. There should be some non-monetary incentives as
they not only boost employee morale but also increase
employee retention.

Coordinating Efforts are made to eliminate miscommunication so that

Process people can establish trustworthy relationships and achieve
organizational targets through greater efficiency.
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THE NEED FOR HUMAN RELATIONS
SKILLS
• Communication
• Conflict Resolution
• Organization

Communication Confict Resolution Organization

17
PUTTING THE HUMAN RELATIONS THEORY INTO ACTION

Identify
Unique
Needs

Make
Collect
Room For
Feedback
Bonding

Provide Offer Praise And

Context Recognition
PROS OF THE THEORIES
CLASSICAL
MANAGEMENT
THEORY VS. HUMAN RELATIONS THEORY

Components of the theory, such as

designing procedures for completing a task Human relations theory has the potential to
and keeping personal issues out of Insert Image increase employee retention rates and
business, help an organization focus on the productivity. As employees feel more valued
job at hand. by a company, they invest in that company
and its greater good.
CONS OF THE THEORIES
CLASSICAL
MANAGEMENT
HUMAN RELATIONS
THEORY VS. THEORY (BEHAVIORAL
MANAGE
The theory fails to recognize the
Companies risk workers becoming too social
differences among employees. When
or easily swayed by personal emotions and
employee feelings and opinions are notInsert Image
opinions when making decisions, rather than
taken into account, the business may not
relying on hard data. It may be more
grow or may experience high levels of
difficult to reprimand employees for poor
employee turnover as employees fail to
performance or dismiss them once they have
develop a relationship with the business
become invested in the company.
and leave in search of a more satisfying
job.
THANK YOU AND
GOD BLESS!
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