Management and the Worker

AvWilliam J. Dickson,F. J. Roethlisberger

Inbunden, Engelska, 2003

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Beskrivning

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.

Produktinformation

Utgivningsdatum:2003-09-25
Mått:156 x 234 x 41 mm
Vikt:1 360 g
Format:Inbunden
Språk:Engelska
Antal sidor:650
Förlag:Taylor & Francis Ltd
ISBN:9780415279871

Utforska kategorier

Sociologi inom Samhälle och politik
Projektledning inom Ekonomi och Ledarskap

Mer om författaren

F. J. Roethlisberger, William J. Dickson

Innehållsförteckning

Part I I. IntroductionII. Planning the Relay Assembly Test RoomIII. Experiment with Rest PausesIV. Experiment with Shorter Working Days and WeeksV. Testing the Fatigue and Monotony HypothesesVI. Testing the Effects of Wage Incentive; the Second Relay Assembly Group and the Mica Splitting Test RoomVII. The Test Room Operators; their Individual Differences and Interpersonal RelationsVIII. The Relay Assembly Test Room SupervisionPart IIIX. The Growth and Development of the Interviewing ProgramX. The Practical Operation of the Plan; the Training of Supervisors and the Investigation of ComplaintsXI. The Urgency and Tone of Industrial TopicsPart IIIXII. The Analysis of Complaints; Fact vs. SentimentXIII. The Interviewing MethodXIV. Complaints and Personal EquilibriumXV. Attitudes within the Supervisory OrganizationXVI. Complaints and Social EquilibriumPart IVXVII. Method and Procedure in Studying a Shop DepartmentXVIII. The Output Situation in the Bank Wiring Observation RoomXIX. The Supervisory Situation in the Bank Wiring Observation RoomXX. Interemployee Relations in the Bank Wiring Observation RoomXXI. The Internal Organization of the Bank Wiring Observation RoomXXII. Social Control of Work BehaviorXXIII. Formal vs. Informal OrganizationPart VXXIV. An Industrial Organization as a Social SystemXXV. A Restatement of the Human Problems of ManagementXXVI. Implications for Personnel Practice