POLS 2250 Chapter Notes - Chapter 3: Mary Parker Follett, Hawthorne Effect, Organizational Chart
28 Dec 2015
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Focused not on what should happen on the factory floor but what actually happened on the factory floor. Findings upset scientific management theories = discovered informal system of worker control that was in some cases more powerful than the formal system. Network of friendships, workplace banter, informal sanctions that would occur. Rejected conventional use of raw power in organizations (usually futile or even completely counter-productive) Circular response: no one unilaterally acts on someone else - rather people interact with one another in ways that influence both parties. Integration: the need to combine diverse elements into a useful whole. Rejects the idea that power is a one way street. Dynamic concept - not a static arrangement of slots on an organizational chart. Motivate employees through rationally appealing to a person"s higher instincts rather than relying on fear and threats. Idea of the experiment to test impact of different levels of lighting on employee productivity.
