The human relations
movement was spearheaded by Elton Mayo and his associates in the 1920s and
1930s. It clashed directly with Taylor's
illustrated a new paradigm. Mangers, found Mayo, should not only look at
finding the best techniques and methods to improve output, but should also
look at human affairs. While Scientific Management
looked at technology and processes, Mayo found that the real key to high
productivity lies within the people and "work units," or groups, in the
organization. Effective organizations, the Human Relations Movement found,
develop around the employees, looking primarily at human feelings and
attitudes. Cooperative goal setting (setting goals with employee as well as
manager input) and personal growth and development are key to effective
businesses, determined Mayo.
The struggle between
Scientific Management and the Human
Relations Movement are very apparent in current literature about
management and leadership. What is more important: production or people?
This is a primary question in leadership and management literature today.