Hawthorne Studies

• Hawthorne Works was a large factory facility in Illinois that was owned by the Western

Electric Company. Between 1924 and 1927, a team of researchers from Harvard Business

School conducted experiments at Hawthorne Works aimed at identifying whether there.

was an effect of illumination on the productivity of their workers. Their hypothesis was that.

there is a correlation between the amount of light at the workplace and the productivity of

workers. More specifically, they thought that well-lit rooms would increase productivity.

They had an experimental group of workers who were exposed to varying light intensities.

and a control group with workers exposed to a constant intensity of light. They found that.

light intensity did not have an effect on productivity because an increase in light intensity.

in the control group caused increased productivity in both groups that continued even

when light intensity was decreased.

• The research team went on to test other experimental variables such as light intensity,

length of the workday, and the timing of breaks. In general, an increase in productivity over

all working conditions was observed until the experiment ended, leading to the

conclusion that productivity was due to workers knowing that they were being observed.

• Hawthorne studies in management refer to the modification of employee behaviour

based on the perception that they are being observed by management. Hawthorne studies

are recognized for exploring the sociopsychological factors of human behaviour as a strategy.

for managing employees in the workplace.

• Hawthorne studies were designed to explore avenues to increase worker productivity. The Hawthorne theory
of

management suggests that worker productivity is not only based on physical conditions, but the notion that.

management cares about employee welfare and wages paid to them. Since then, employers have moved to.

management strategies that incorporate employee welfare as a crucial aspect to help drive productivity and

company success. Many employers try to make employees feel as though they are an integral part of the
company.

• An example of the Hawthorne effect is that someone may drink less than they normally would when out with

friends because their significant other joined them. The fact that they are being observed is what drives this.

change.
Holland’s Typology of Personality
According to John Holland’s theory, most people are one of 6 personality types.

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

The characteristics of each of these are described below:

Realistic – “Do-er”
Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions.
They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the
occupations require working outside and do not involve a lot of paperwork or working.

closely with others.

Likes to work with animals, tools, or machines; generally, avoids social activities like teaching, healing,

and informing others.

Has good skills in working with tools, mechanical or electrical drawings, machines, or plants and

animals.

Values practical things you can see, touch, and use, like plants and animals, tools, equipment, or

machines; and

Sees self as practical, mechanical, and realistic.

Investigative – “Thinker”
Investigative occupations frequently involve working with ideas and require extensive thinking. These
occupations can involve searching for facts and figuring out problems mentally.

Likes to study and solve math or science problems; generally, avoids leading, selling, or persuading.

people.

Is good at understanding and solving science and math problems.

Values science; and

Sees self as precise, scientific, and intellectual.

Artistic – “Creator”
Artistic occupations frequently involve working with forms, designs, and patterns. They often require self-
expression, and the work can be done without following a clear set of rules.

Likes to do creative activities like art, drama, crafts, dance, music, or creative writing; generally.

avoids highly ordered or repetitive activities.

Has good artistic abilities — in creative writing, drama, crafts, music, or art.

Values the creative arts — like drama, music, art, or the works of creative writers; and

Sees self as expressive, original, and independent.

Social – “Helper”
Social occupations frequently involve working with, communicating with, and teaching people. These

occupations often involve helping or providing service to others.

Likes to do things to help people — like teaching, nursing, giving first aid, and providing information;
generally, avoids using machines, tools, or animals to achieve a goal.

Is good at teaching, counselling, nursing, or giving information.

Values helping people and solving social problems; and

Sees themself as helpful, friendly, and trustworthy.

Enterprising – “Persuader”
Enterprising occupations frequently involve starting and carrying out projects. These occupations can

involve leading people and making decisions. Sometimes they require risk-taking and often deal with

business.

Likes to lead and persuade people and to sell things and ideas; generally, avoids activities that.

require careful observation and scientific, analytical thinking.

Is good at leading people and selling things or ideas.

Values success in politics, leadership, or business; and

Sees themself as energetic, ambitious, and sociable.

Conventional – “Organizer”
Conventional occupations frequently involve following set procedures and routines. These occupations

can include working with data and details more than ideas. Usually, there is a clear line of authority to

follow.

Likes to work with numbers, records, or machines in a set, orderly way; generally, avoids ambiguous,

unstructured activities.

Is good at working with written records and numbers in a systematic, orderly way.

Values success in business; and

Sees themself as orderly and good at following a set plan.

Johari Window
Chris Argyris Behaviour Pattern

Chris Argyris was a renowned organizational theorist and psychologist who extensively studied human
behaviour within organizations.

One of his well-known behaviour patterns is the "Model I" and "Model II" behaviours. Here's a brief overview:

Model I Behaviour:

Defensive reasoning and communication.

Emphasis on protecting oneself and avoiding embarrassment or threat.

Avoidance of conflict or difficult conversations.

Reluctance to share information that might be seen as undermining one's authority or expertise.

Often results in ineffective communication and learning barriers within an organization.

Model II Behaviour:

Open and reflective communication.

Willingness to engage in constructive conflict and challenging conversations.

Focus on mutual learning and problem-solving.

Emphasis on exploring assumptions and beliefs openly.

Results in improved individual and organizational learning and adaptability.