Management And Human Relations: Lecture Note Outline
Group Discussion Issues to consider:
Management [Traditional]
1. What is the big task for managers? (MSM, Ch 3) What is the Consensus / Mainstream view of management –
what does the mgmt. job consist of mainly?
2. What is the “managerial revolution” and how is management the “visible hand” in capitalism (vs. the “invisible
hand” of the market)? (MSM, Ch 3)
3. What are the 3 systems of Workplace Control? (MSM) What is Bureaucratic Control? (MSM,ch 3)
4. What is “Scientific Management” & “Taylorism”? List key features? (MSM & Perrow ch 2)
How did workers respond to / resist “Sci. Mgmt” & Taylorism (Perrow ch. 2, & MSM)
5. Why did managerial ideology move from harsh Social Darwinism to a more humane emphasis on Cooperation (Perrow, ch 2)
6. What is the traditional management culture? (MSM, ch 3)
& Human Relations:
7. What is the Human Relations approach to management – list key features (M&S ch 3 & Perrow ch. 3)
8. What is the Organization MORAL, what is role of Cooperation (Bernard)? (Perrow, ch. 2 )
9. What is Barnard’s view on the role of Indoctrination and of Authority in Organizations?(Perrow ch. 2)
10. Why is “good leadership” important in the human relations model? (Perrow, ch. 3)
-- What are the characteristics of “good leadership” in this model, esp. say versus Taylorism?
11. What is the assumption about employee morale and productivity in the human relations model? (Perrow, ch. 3 )
Does research data generally support of this assumption or not?
12. What’s the Human Resource model & role of management? How does this relate to people’s “higher needs” &
how do higher needs relate to productivity? (Perrow, Ch. 3)
13. What are the “Theory X” and “Theory Y” styles of management? What are the differences between them? Which is
like HR model and which is more like Taylorism/Sci.Mgmt.? (Perrow, Ch. 3)
14. What are 4 Types of Management Styles (continuum of) (Perrow, Ch. 3)
Lecture:
Scientific Mgmt/Taylorism ----------------------------------------------------------------------Human Relations (HR)model
(Traditional Management)
(Overview of each end of continuum)
Key features of Scientific Management (traditional management) / Taylorism (Mills and Simmons ch 3, &
Ritzer web rdg. for previous topic, & some in Perrow ch. 2)
Main features of the Human Relations model, in general (Perrow, ch 3, & M&S ch 3 a little bit)
What is the assumption about the relationship between employee Morale and Productivity in the Human Relations
model? (Perrow, ch 3)
What is “good leadership” in the HR model, & why is important (esp. re: morale)?
What’s the Human Resource model (as a derivative of Human Relations model)? (Perrow ch. 3)
Fulfilling people’s higher needs via human development in the organization…
3 Types of Control: Simple, Technical/Technological, and Bureaucratic (Mills & Simmons, ch 3)
What is THE key overarching issue for management , according to Mills & Simmons, ch 3?
Why & how did managerial ideology move from Taylorism & Traditional Management to Human Relations ?
(Perrow, ch. 2 & M&S ch 3a bit)
Growth of large organizations & owners less control –“managerial revolution” (Mills & Simmons, ch 3)
Harsh Treatment of workers in early years…. Leading to worker reaction & rise of Unions, and work push-back
against Sci. Management/Taylorism & harsh treatment (Perrow ch. 2, & M&S a bit)
Hawthorne Study (what is it & what were results) & relationship to Human Relations model (Perrow, ch. 3)
Under discussion of Human Resources: What are the “Theory X” and “Theory Y” styles of management? What are the
differences between them? (Perrow, Ch. 3)
Early Views led to Human Relations model development:
Organizations as Moral, as per Barnard? Role of cooperation, goal of organization, etc. (Perrow, ch. 2)
Organizations as good for people… (Perrow, ch. 2)
What is “Organizational Culture”? What is typical org. culture for managers in American & Canadian organizations?
(Mills & Simmons, ch 3)
Other things to know not covered in class, or only very briefly:
 Role of the Manager in an Organization – Consensus view (Mills & Simmons, ch. 3)
 What do managers actually do, what does their work consist of (planning, directing, lots of interruptions,
etc.)? (Mills & Simmons, ch 3)