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The Application of Elton Mayo’s Human Relation Theory in Transitioning Edcouch-Elsa

Youth Soccer League from a One Time Summer League to a One-Year-Round League

Lorena Ayala

South Texas College

ORGL 4361 Capstone II

Dr. Patricia M. Blanco

November 29, 2020

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Introduction

Good leadership is key in any business organization. It is one of the most important

aspects that determine organizational success in all key functionalities and activities. In most of

the cases, success is attributed to effective leadership. Similarly, leadership or senior

management carries the blame when a business fails to achieve its key objectives. Thus, the

leadership applied in a particular organization determines its successes and failures. This means

that good leadership results in growth, development, sustainability, and success of groups and

organizations. On the other hand, poor or bad leadership approaches and styles result in failure of

groups and business organizations in achieving their key objectives. As such, senior managers

must be skillful in their abilities to inspire and motivate middle-level managers and employees.

According to Akins et al. (2013), sustainable leadership qualities integrated with a leader's

personal values are the catalyst for practical and effective leadership. This is to say that senior

managers must be willing to adjust leadership strategies and change behaviors to remain

effective leaders. More so, they must adapt to new qualities and values in the process of serving

a greater purpose in an organization (Hanson, 2013).

Traditionally, the field of management leadership is a key area that many scholars have

tried to study what makes good leaders. As a result, management theories were developed with

the intention of encouraging interpersonal relationships in the workplace. Since their inception in

the late 1980s and 1900s, management theories are widely used across many organizations today

(Agogbua at al., 2017). They help organizations to evolve, communicate, and focus on achieving

strategic goals and objectives. In their simplest definition, management theories are collections

of thoughts that provide ways and general rules for how to manage a business or an organization

(Wren and Bedeian 2020). Elton Mayo, Ludwig von Bertalaniffy, and Douglas McGregor are
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some of the well-known management theorists. Senior management relies on Mayo’s Human

Relation Theory, Bertalanffy's System Theory, and McGregor’s X and Y Theory in the

workplace to focus on attaining their main goals. When one theory does not fit a specific

situation, another theory will be applicable to the same situation. Today, managers apply the

concepts of management theories that best suit organization culture and their employees.

This paper provides a combination of research and theory to examine why Edcouch-Elsa

Youth Soccer League is only played during summertime and why it is not a year-round league.

Specifically, the paper provides extensive research on the evolution of foundational management

theories and how they are used in organizations today to solve management problems. More so,

how Elton Mayo’s human relation theory can be used to solve the current problem facing

Edcouch-Elsa Youth Soccer League. The paper concludes by providing recommendations that

will impact the nonprofit soccer league positively.

Literature Review

The industrial revolution is at the center of management theories. It transformed the way

organizations operated and brought extraordinary changes to the workplace from the late 19700s

and early 1900s (Lumen, 2020). For instance, the industrial revolution brought better and faster

technologies that provided companies with the capability to drastically increase their production

output while performing more efficiently. Many companies during this time were industrialized

and large. Often, they included routine and ongoing tasks when manufacturing a variety of

products, which required them to hire more employees. Over the years, companies grew to

gigantic corporations due to a sizable number of employees and increased sales. However,

managing employees to meet productivity became extremely difficult for many companies. For

the first time in history, managers were looking for innovative and new ways to motivate
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employees to perform. Because this was a new concept, foundational theorists developed trails

and errors, experiments, observations, research, and innovative ideas to provide managers with

better and new ways to manage employees.

The industrial revolution was such a ground-breaking and important phase for many

companies because it led to the development of different management concepts and theories

(Agogbua at al., 2017). Traditional management theories are broadly categorized into three

branches: classical, behavioral, and scientific theories of management. Most of them are still

essential and relevant in today’s organizations, and when fully implemented, they automatically

streamline an organization’s top priorities. Moreover, they have shaped and reshaped

organizations for many decades as they have continued to evolve from the time when the

industrial revolution ended. Nowadays, most companies offer room for management theories

while developing management strategies. Generally, managers not only apply one management

theory, but also apply important concepts from other management theories that best suit the

situation at hand. The purpose of this literature review is to look at literature that discusses the

history of Mayo’s Human Relation Theory, Bertalanffy’s General System, and McGregor’s X

and Y Theory, and how they are being used in organizations today. The literature review to these

three management theories are discussed as follows:

Mayo’s Human Relation Theory

Human relation theory is a behavioral perspective of management that was developed by

Elton Mayo in the 1920s (Bridgman et al., 2018). As the title depicts, the theory is centered

around human relationships and interactions. Elton Mayo focused on the forces that improve

employees’ performance for the simple reason that he believed that the early management

theories only focused on organization’s efficiency and productivity. Mayo developed a

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hypothesis that money is not the only factor that influenced how employees performed and

behaved at work. To test this hypothesis, mayo began his research at Hawthorne Plant at

Chicago’s Western Electric, commonly referred today as Hawthorne studies (Patel, 2013) effect.

He began studying a small number group of employees with an original aim of investigating

whether the lighting would or would not affect employees’ productivity. He noted that

productivity increased regardless of lighting, but Mayo failed to understand why the productivity

kept improving. With extensive research, Mayo realized that employees worked more efficiently

and increased their output as a result of their daily interactions with the management. Employees

felt more valuable because they were allowed to express their successes, frustrations, and

opinions (Dagher et al., 2015). Mayo’s discovery emphasized on the importance of motivating

individual employees and group dynamics in an organization.

Bertalanffy’s General System

Ludwig von Bertalanffy, a biologist, developed his General Systems Theory in the 1940s

(Caws, 2015). He argued that an organization was similar to a human body that was made up of

different organs working as one unit. For example, the digestive system works together with the

nervous systems, allowing muscle groups and every organ to work as one unit; this is the way an

individual function. Remarkably, Bertalanffy noted that individuals are most functional and

healthy when all the body parts are healthy and working together efficiently. If one hand is

broken, it prevents a person from doing daily chores and he/she can be bedridden for several

months. Similarly, an organization must consist of multiple components that work in harmony to

optimally achieve the goal of the larger system. Bertalanffy proposed that systems must follow

two approaches: one, a cross-sectional approach dealing with the interactions between two
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subsystems in an organization; and two, a developmental approach dealing with changes in an

organization system over time (Capps III and Hazen, 2002).

Further, according to Caws, (2015), Bertalanffy developed three general approaches for

evaluating systems within an organization. First, a holistic approach that examines the entire

system as a complete functioning organization. Second, a reductionist approach that examines

the subsystems with an organization. Third, the functionalist approach that looks upward at the

system to examine the role it plays in the larger system. Therefore, the success of an organization

relies on interrelations, interdependence, and synergy between subsystems. According to

Bertalanffy, the most crucial components of an organization are its employees while business

units, workgroups, and departments are additional components of a company’s success (Capps

III and Hazen, 2002). However, an organization will have undesirable effects when one

component of the system is not working properly. More so, toxic outlooks and negativity have a

harmful effect on employees’ performance and motivation across all departments and levels in a

company. Today, managers apply the concepts of this theory when collaborating and working

together on programs that ensure the organization’s success, and when evaluating events and

patterns within the company while determining the best management approach.

McGregor’s X and Y Theory

 Douglas McGregor, an American social psychologist, developed the X&Y Management

Theory in the 1950s and 1960s, suggesting management can be grouped into two broad classes

(Mohamed and Nor, 2013). The first class is theory X, which is authoritarian. This means that

managers are likely to use an authoritarian style of leadership where employees show little

passion for their assignments. Theory X holds that managers tend to believe that team members

will not motivate themselves to complete their assignment without incentives. Further, managers
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hold that employees need to be coaxed or forced into working and they have a negative view of

employees. According to Mohamed and Nor (2013), employees are either pathetic or they

generally dislike their work. On the other hand, theory Y holds a collaborative and trust-based

style of leadership. Thus, theory Y is used by managers who believe that employees are self-

motivated, committed, and responsible. In most of the cases, managers acknowledge the

importance of assisting employees to succeed through providing opportunities for development

and learning. McGregor believed that a company achieves a healthier working environment and

better results if individual professional development is paired with a team environment. Today,

Theory Y is still used by many companies and it continues to show its relevance.

How These Three Theories Are Being Used in Organizations Today

Today, world leaders and professionals have adopted the various concepts of

management theories, which continually evolve to be effective. By the same token, managers

across many organizations value the importance of management theories in motivating

employees to perform to the highest standards. Mayo’s human relation theory is widely used in

almost every organization in understanding how managers should relate with individuals and

their teams. In fact, the roles of managers were revolutionized through Mayo’s Hawthorne

findings. A good example is PepsiCo that has applied the concepts of human relation theory.

PepsiCo CEOs, particularly Indra Nooyi, showed personal concern and care for the well-being of

employees to the extent she inspired and motivated them to come up with alternative solutions

that challenged the company status quo and norms (Lumen, 2020). In yet another example,

Apple has greatly depended on system theory when practically integrating the planning,

organizing, leading, and controlling functions to carry out the daily activities and functionalities.
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Lastly, Netflix, Co. is yet another company that uses Theory Y in encouraging its employees to

be self-motivated, committed, and responsible to accomplish goals on their own.

Edcouch-Elsa High School Organizational Background

Edcouch-Elsa High School was established in 1968 after students of Spanish American

necessitated for abolishment of non-speaking Spanish rule. The school is a district public school

which is located at Hwy 107 Mile 4 North Yellow Jacket Drive in Elsa, Texas (EEHS, 2020).

More than 6 percent of its students come from a poor background. Since the financial year

2007/2008, it has recorded more than 1500 students every year. Notably, the school is considered

to excel in the sport of football since it joined the 32-4A ranks in 1980. In the present day, the

school has marked several playoff appearances and it has won many district titles. Therefore, it is

one of the best schools participating in Rio Grande Valley’s football leagues. For the last few

decades, Edcouch-Elsa has drawn sponsorship from community support, and it has attracted a

huge fan-base. For this reason, the school participates in a nonprofit soccer league, commonly

referred as Edcouch-Elsa Youth Soccer League. Children from neighboring towns register to

play at Edcouch-Elsa Youth Soccer League during the summertime.

While the school has experienced considerable results in football, the community

complain that the Edcouch-Elsa Youth Soccer League is only played during summer for the last

13 years. The community want the premier league to be all year long but EEYSL management

have not been able to. EEYSL can draw upon the concepts of Mayo’s human relation theory to

address this issue. This theory proposes that managers should focus on the work of the group

instead of individuals when adjusting leadership strategies to achieve organizational goals.

Because the Edcouch-Elsa Youth Soccer League happens once a year, the management should

focus on how to support league organizers. Elton Mayo proposed that leaders must be skillful in
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their abilities to inspire and motivate followers in the process of transitioning from usual

business activities to sustainable development. The management should emphasize factors that

promote employee’s satisfaction and needs, such as show concern for their mental and physical

health, take note of their views, and consult them about change (in this case, introducing a full-

year youth soccer league). This way, they will respond to new environments and changes.

Recommendations

1. Consult League Organizers to Consider Their Views Before Facilitating Change

The first step that the management should take is to consult Edcouch-Elsa Youth Soccer

League organizers on how to make it a year-round league. Elton Mayo suggested that it is

important to consider employees’ personal context to increase organization productivities and

efficiency. Consulting league organizers is important for two main reasons; one, the management

will take note of their views on how to go about the change; and two, they will feel being part of

making important decisions when transitioning from soccer during the summer to a year round

league.

2. Mobilize Donations in Order to Facilitate a Year-Round League

Since Edcouch-Elsa Youth Soccer League is a nonprofit soccer league, the management

should mobilize funds from well-wishers and donors to facilitate change. Financial obstacles

could be one of the reasons why the league is played only during summer. Because human

relations theory is centered around human relationships and interactions, management should

encourage those factors that encourage good relations with external stakeholders, such as donors

and nonprofit organizations that provide financial aid. This way, financial assistance will allow
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the league to maintain its constant state, allowing employees and players to remain productive

and motivated during the introduction of the new league.

Conclusions

Good leadership is one of the most important aspects that determine organizational success in

all key functionalities and activities. Thus, traditional scholars developed management theories

to encourage good management leadership with the intention of encouraging interpersonal

relationships in the workplace. Mayo’s Human Relation Theory, Bertalanffy's System Theory,

and McGregor’s X and Y Theory are some of the well-known management theories that are used

in the workplace to focus on achieving organizational goals, as well as solve management

problems. For instance, Edcouch-Elsa management may apply the concepts of Mayo’s human

relation theory to address having a year-round league. This way, Edcouch-Elsa Youth Soccer

League will transition from a one-time league played during summer to a league that lasts all

year long. It is recommended that the management should consider the following two

recommendations. One, consult league organizers to consider their views before facilitating

change. Two, mobilize donations to facilitate a year-round league.

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