In the summary of Hawthorne's experiment, Mayo specifically pointed out the following points:
First, talking with workers helps to reduce unnecessary psychological burden, adjust their attitudes and emotions towards personal problems, and make their questions clear.
Second, interviews help workers get along with people around them more easily and harmoniously.
Third, the interview will also improve the desire and ability of workers and managers to cooperate better, which will help to form a dual sense of belonging of workers to the work group and the factory.
Fourthly, talking with employees is an important way to cultivate and train managers. This is helpful to the situation. Managers should first be good at helping and inspiring others to express their thoughts and feelings, instead of just saying and not doing, teaching others and taking themselves as the center. This kind of experience can't be provided by current school education. It is much more important for managers to listen to others' opinions than to reveal their own knowledge, which is a sign of maturity, judgment and wisdom.
Fifth, talking with employees is an important source of information and has great objective value for managers. Managers have three tasks: applying science and technology to the production of material materials; Systematize production and commercial activities; Organize cooperation. Some managers think that what they hear when talking with employees is trivial and subjective opinions of some people, which is of little value. This shows that management in their minds refers to the above two aspects, and they simply don't realize that they have neglected the task of the third aspect. They turn a blind eye to information and turn a deaf ear. There is no doubt that this negligence and the resulting blind action will inevitably affect the efficiency of the organization.
Here, Mayo puts forward the importance of interpersonal relationship, which is an important symbol of whether a manager is mature or not and whether an organization is effective or not. He pointed out that managers should regard subordinates as social people in a social group, not as a mob individual.
Through Hawthorne's experiments, people finally found some internal laws in the crowd, which provided better ideas for solving the social problems of capitalism at that time. The research results of Hawthorne's experiment deny the assumption of traditional management theory, and show that workers are not passive and isolated individuals, and their behavior is not only stimulated by wages, but the most important factor affecting production efficiency is not the treatment and working conditions, but the interpersonal relationship at work. Accordingly, Mayo put forward his own point of view:
(1) People are "social people" rather than "economic people". Mayo believes that people's behavior is not simply the pursuit of money, but also social and psychological needs, that is, the pursuit of friendship, security, belonging and respect between people, the latter is more important. Everyone has his/her own characteristics, and his/her views and personality will affect his/her response to orders from superiors and his/her performance at work. Therefore, employees should be treated as different individuals and social people, and should not be regarded as an undifferentiated machine or part of a machine. Therefore, we should not only focus on technical and material conditions, but must first consider reasonable organization and management from social and psychological aspects.
(2) There are informal organizations in enterprises. There are not only formal organizations and informal organizations that clearly define the relationship and responsibility of members in order to achieve enterprise goals. The function of this informal organization is to safeguard the interests of its members and avoid losses caused by the negligence of individual members or the interference of outsiders. For this reason, informal organizations have their own core figures and leaders, and have ideas, values, codes of conduct and moral norms that everyone follows.
Informal group is an informal group formed by enterprise members who have the same social feelings in the process of working together. For example, in an enterprise, between colleagues in the same workshop, or between people with similar interests, or between people who have more contact because of their positions, various groups will naturally form. The communication between these people is not in accordance with the normal affiliation, which is an important feature of informal groups.
Mayo believes that under the cover of formal legal relationship, there is a more complex social relationship system composed of a large number of informal groups in any institution. Informal organization has a great influence on production efficiency and job satisfaction. Formal and informal organizational systems are indispensable to the activities of a group.
Informal organization is relative to formal organization. Mayo pointed out that there are significant differences between informal organizations and formal organizations. In formal organizations, efficiency logic is the code of conduct, while in informal organizations, emotional logic is the code of conduct. If managers only manage according to the efficiency logic and ignore the emotional logic of workers, conflicts will inevitably arise, which will affect the improvement of enterprise productivity and the realization of goals. Therefore, management authorities must attach importance to the role of informal organizations and keep a balance between the efficiency logic of formal organizations and the emotional logic of informal organizations, so that managers and workers can fully cooperate.
According to Hawthorne's experiment, Mayo pointed out that although the existence of informal organizations brings various disadvantages, it can also bring many benefits to employees and organizations.
The most important fact is that these informal organizations mixed in formal organizations constitute an effective overall organizational system. Mayo believes that in the case of rapid changes, the official formal plans and countermeasures lack flexibility, so it is impossible to use mechanisms to solve the specific problems of the influx. It is these flexible informal organizations that can meet these needs.
Another function of informal organizations is to reduce the management burden. The cooperation of informal organizations leads to the free authorization and decentralization of managers. Generally speaking, the support of informal groups to managers is likely to lead to more harmonious coordination and higher production efficiency, thus contributing to the smooth completion of work tasks.
Mayo believes that informal organizations also have the function of filling gaps and learning from each other's strengths for managers. If a manager is not good at making plans, someone will help him in the planning work in an informal way, so that even managers who have weaknesses in this area can make detailed plans.
So, for managers, what is the correct attitude towards informal organizations?
First of all, we should face up to and attach importance to the existence of informal organizations. Management authorities cannot ignore and deny the existence of informal organizations in formal organizations, because the existence of informal organizations is an objective phenomenon and a universal phenomenon. Therefore, the management can only attach importance to and face up to the existence of various informal organizations in formal organizations, but can not ignore and deny their existence.
Second, we should correctly guide the behavior of informal organizations and their members, so as to help them achieve the goals of formal organizations. If a manager understands the social forces at work, he can do this more skillfully in designing his own formal organization and in the process of planning, leading and controlling.
In addition, if a manager takes social factors into account in his overall work, then he can modify his organizational design. Or he can take a task group or other forms, and he can consider the social behavior in his group; It is also possible that he will be familiar with all kinds of resistance and motivation in new social relations when considering changing the assigned responsibilities.
(3) The new leadership ability lies in improving workers' satisfaction. Among the factors that determine labor productivity, the first factor is the satisfaction of workers, while production conditions and wages are only the second. The higher the employee satisfaction, the higher the soil quality and the higher the production efficiency. High satisfaction comes from the effective satisfaction of the individual needs of workers, including not only material needs, but also spiritual needs. The interpersonal relationship management founded by Mayo and Monteberg put forward some new ideas different from Taylor's scientific management thought.
Scientific management believes that production efficiency mainly depends on working methods, working conditions and wage system. Therefore, as long as an appropriate wage system is adopted, working conditions are improved and scientific working methods are formulated, the labor productivity of workers can be improved. Mayo believes that the level of production efficiency mainly depends on the morale of workers, and the morale of workers depends on their satisfaction with various needs. Among these needs, money and material needs only account for a small part, and more are social needs such as gaining friendship, gaining respect or ensuring safety. Therefore, to improve productivity, it is necessary to improve the morale of employees, and to improve the morale of employees is to strive to improve employee satisfaction. Therefore, new managers should carefully analyze the needs of employees in order to take corresponding measures. Only in this way can we fully mobilize the enthusiasm of workers in time and achieve the goal of improving labor productivity. For social people, Mayo thinks: ① For social people, it is important to cooperate among people, not to compete with each other in an unorganized crowd. All individuals act mainly to protect their position in the group, not for their own interests. From Hawthorne's experimental results, we can find that people's thoughts and actions are more guided by feelings than logic.
The assumption of "social man" has the following three characteristics:
One of the characteristics of (1) is to associate with others in the work and combine closely. Ignoring the adjustment of interpersonal relationship will inevitably lead to major problems in production.
(2) The relationship between a worker and others on the same team after entering the factory largely determines the worker's work performance and directly affects the normal play of his talents.
(3) Once managers abandon the false assumption that workers are thugs and pay attention to the constant adjustment of interpersonal relationships within enterprises, they can achieve amazing results. Hawthorne experiment and its conclusion As time goes on, its influence gradually expands. Some universities have also begun to offer corresponding courses, and personnel relationship management and his views have gradually entered the enterprise. 1949 After the discipline was named Behavioral Science, the following year, the Ford Foundation established the Science Department and the Advanced Research Center of Behavioral Science, and entrusted Harvard University, Stanford University and other institutions of higher learning to engage in behavioral science research on 1953. Then, Rockefeller Foundation and Carnegie Foundation also allocated funds to support behavioral science research. 65438-0956, the first issue of Behavioral Science was published in the United States.
Since then, many managers, sociologists and psychologists have studied human behavior from various angles, such as behavior characteristics, behavior and environment, behavior process and behavior reasons, and formed a series of theories, making behavioral science an important school of modern western management theory. On the other hand, the research and development of theory has promoted enterprise managers to attach importance to human factors, emphasize the development of human resources, pay attention to improving the interpersonal relationship of enterprises, and coordinate the needs of organizations and members, and so on. The benefits of good interpersonal relationships are more important to people. The most important factor affecting production efficiency is not the treatment and working conditions, but the interpersonal relationship at work.
Job satisfaction is determined by the difference between the individual's expectation of work and the actual situation of work.
An industrialist can easily assume that material factors and technical factors are overwhelming, while ignoring or belittling the need for people to actively and spontaneously participate in such efforts. But in fact, a huge industrial organization depends not only on the progress of technology, but also on the spontaneous cooperation of every smallest member of this group in the relationship between people.
Knowledge is the embodiment and result of people's cognitive ability, intelligence is the ability to transform knowledge into wisdom, skill is an application ability of wisdom in practical work, and practical innovation ability is the ability to transform the world based on knowledge, intelligence and skills.
You can't just mention it occasionally when you need someone to do something. That would be a trick.
The best way to motivate employees is to praise them and improve their living standards.