Session 5-6

Session 5 & 6

29 Oct, 2021 & 2 Nov, 2021

These two sessions were purely based on the presentations given by the students to further our understanding of concepts such as Hawthorne's Experiment, Henri Fayol's 14 Principles Of Management, Frederick Winslow Taylor's Scientific Principles Of Management and McGregor's X and Y Theory.

Through pictorial representations, I'd like to give you an insight into these sessions

The first is Frederick Winslow Taylor's Scientific Principles Of Management. According to Taylor, “Scientific Management is an art of knowing exactly what you want your men to do and seeing that they do it in the best and cheapest way”.

 

Next would be  Henri Fayol's 14 Principles Of Management. While Taylor succeeded in revolutionising the working of factory shop-floor in terms of devising the best method, fair day’s work, differential piece-rate system and functional foremanship; Henri Fayol explained what amounts to a manager work and what principles should be followed in doing this work. If workers’ efficiency mattered in the factory system, so does the managerial efficiency.

Hawthorne's Experiment was originally conducted to examine how various aspects in the work environment can have an effect on the worker's productivity. The phenomenon is named after the place where the experiments were conducted. The major phases of the Hawthorn's Experiments were-

• illumination Experiments (1924-27); to determine the effects of changes in illumination on productivity
•  Relay Assembly Test Room Experiments (1927-28); to determine the effects of changes  in working conditions on productivity
• Mass Interviewing Programme (1928-30); to determine worker attitudes and sentiments
• Bank Wiring Observation Room Experiment (1931-32); to determine and analyse the social organisation at work

 Last would be McGregor's X and Y Theory, It talks about two styles of management – authoritarian (Theory X) and participative (Theory Y). Both styles can motivate people to perform better and increase productivity, however, the success of both depends on the objectives of the organisation and people working in it.