Management and the worker
Author(s)
Bibliographic Information
Management and the worker
（Early sociology of management and organizations / edited by Kenneth Thompson, v. 5）
Routledge, 2003
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Note
Reprint. Originally published: Cambridge, Mass. : Harvard University Press, [1939]
Includes bibliographical references and index
Description and Table of Contents
Description
This is the official account of the experiments carried out at the Hawthorne Works of the Eastern Electric Company in Chicago. These were divided into test room studies, interviewing studies and observational studies. The test room studies were experiments into what variables in a workplace environment might affect worker fatigue. The findings of these tests led to extensive interviewing on the attitudes of the workers. The final phase of the Hawthorne experiment focused on social factors, using techniques of cultural anthropology to observe small working groups. The results of these experiments profoundly influenced the Human Relations movement.
Table of Contents
- Part I I. Introduction II. Planning the Relay Assembly Test Room III. Experiment with Rest Pauses IV. Experiment with Shorter Working Days and Weeks V. Testing the Fatigue and Monotony Hypotheses VI. Testing the Effects of Wage Incentive
- the Second Relay Assembly Group and the Mica Splitting Test Room VII. The Test Room Operators
- their Individual Differences and Interpersonal Relations VIII. The Relay Assembly Test Room Supervision Part II IX. The Growth and Development of the Interviewing Program X. The Practical Operation of the Plan
- the Training of Supervisors and the Investigation of Complaints XI. The Urgency and Tone of Industrial Topics Part III XII. The Analysis of Complaints
- Fact vs. Sentiment XIII. The Interviewing Method XIV. Complaints and Personal Equilibrium XV. Attitudes within the Supervisory Organization XVI. Complaints and Social Equilibrium Part IV XVII. Method and Procedure in Studying a Shop Department XVIII. The Output Situation in the Bank Wiring Observation Room XIX. The Supervisory Situation in the Bank Wiring Observation Room XX. Interemployee Relations in the Bank Wiring Observation Room XXI. The Internal Organization of the Bank Wiring Observation Room XXII. Social Control of Work Behavior XXIII. Formal vs. Informal Organization Part V XXIV. An Industrial Organization as a Social System XXV. A Restatement of the Human Problems of Management XXVI. Implications for Personnel Practice
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