Human Relation Theory Theory X & Theory Y Mayo Theory Maslow's need of motivation. The detailed content for the Human Relation Theory --https://brakfoundation.blogspot.com/2020/12/human-relation-theory.html

1. P R E S E N T E D B Y :
B R . A L O K K U M A R S A H O O
PRESENTATION ON
HUMAN RELATION THEORY

2. THE HUMAN RELATION
MOVEMENT
The human relation movement, which grew
from the Hawthrone studies and
was popular approach to management of
many years, proposed that workers
respond primarily to the social context of
the workplace, including social
conditioning, group norms, and
interpersonal dynamics.

3. THE HUMAN RELATION
MOVEMENT
A basic assumption of the human
relations movement was that the
manger’s concern for workers
would lead to increase in
satisfaction, which would in turn
result in improved performance.

4. THE HUMAN RELATION MOVEMENT
Two writers who helped advance the
human relations movement were
Abraham Maslow (1908 – 1970) and
Doughglas McGregor (1906-1964).
Abraham Maslow
Doughglas McGregor

5. In the course of time, the term “human
relations” lost its flavor, although it
continues to be used especially at the
operating level because of its
appropriateness.
As the field became more mature and
research based, the new term that arose
to describe it was “organizational
Behavior”. Experts trace this
development to the late 1950s and early
1960s.

6. In 1943 Maslow advanced a theory
suggesting that people are motivated by
a hierarchy of needs, including monetary
incentives and social acceptance.
Maslow’s hierarchy, perhaps the best-
known human relations theory, is
described in detail (Managing Employee
Motivation and performance).

7. MANAGING EMPLOYEE MOTIVATION AND
PERFORMANCE

8. Motivation is the set of forces that causes
people to behave in certain ways.
On way given day, an employee may
choose to work as hard as possible at a
job, work just hard enough to avoid a
reprimand, or do as little as possible.
The goal for the manager is to maximize
the likelihood of the first behavior and
minimize the likelihood of the second
one.

9. Performance
Motivation
Work
Environm
ent
Ability or
Skill

10. The human relations emphasized the role
of social process in the workplace. T
he basic assumptions are like
the employees wants to feel useful and
important, that the employees have strong
social needs, and that these needs are more
important than money in motivating them.
Where as the traditional approach of
motivation focuses on incentive and pay
system which was best presented by
Frederick W.Taylor.

11. THEORY X& THEORY Y

12. THEORY X
1. People do not like work and try to avoid it.
2. People need the threat of job loss and
financial incentives to work hard.
3. People do not like work, so managers
have to control, direct, coerce, and threaten
employees to get them to work toward
organizational goals
4. People prefer to be directed, to avoid
responsibility, and to want security; they
have title ambition.

13. THEORY X
5. The average man is y nature indolent –
he works as little as possible.
6. Due to lack of ambition, dislikes the
responsibility, prefers to be led.
7. By nature, individuals are resistant to
change.
8. Human beings are gullible, not very
bright, the ready dupe of charlatan and the
demagogue.

14. THEORY Y
The assumptions of Theory Y suggest a new
approach in management. It emphasizes on
the cooperative endeavor of management
and employees. The attempt is to get
maximum output with minimum amount of
control and direction. Generally, no conflict
is visible between organizational goals and
individuals goals. Thus, the attempts of
employee which are in their best interests
are also in the interests of organization.

15. 1. People do not naturally dislike
work; work is a natural part of their
lives.
2. People are internally motivated to
reach objectives to which they are
committed. Commitment to objectives
is a function of the reward associated
with their achievement.
3. People are committed to goals to
the degree that they receive personal
rewards when they reach their

16. 4. The average individuals learn under proper
conditions both to seek and accept responsibility.
5. The capacity to exercise a relatively high degree
of imagination, ingenuity, and creativity in the
solution of organizational problems in widely, not
narrowly, distributed in the population.
6. People are bright, but under most organizational
conditions their potential is underutilized.

17. Management activities Theory x Theory Y
Planning Superior sets objectives for
subordinates. Little
participation in objective
setting and plan formulation.
Few alternatives are
explored
Superior and subordinate set
objective jointly. Great deal of
participation in objective
setting and plan formulation.
Many alternatives are
explored.
Directing Low commitment to
objectives and plan .
autocratic leadership based
on authority.
Top-down communication
with little feedback. Limited
information flow.
High commitment to
objectives and plans.
Participation and team work
leadership based on
competence.
Two-way communication with
plenty of feedback. Free
information flow.
Appraising and controlling Low trust in appraisal.
Control is extreme and rigid.
Focus on past and fault
finding
High trust in appraisal.
Internal control based on
self-control.
Based on past but forward
looking and problem solving.

18. MAYO THEORY
26 Dec 1880 – 7th Sept 1949

19. TEAM DYNAMICS OF MAYO THEORY
• Groups with low norms and low
cohesiveness are ineffective; they have no
impact, since none of the members are
motivated to excel.
• Groups with low norms and high
cohesiveness have a negative impact, since
fellow members encourage negative behavior
(e.g., gangs).

20. TEAM DYNAMICS OF MAYO THEORY
• Groups with high norms and low
cohesiveness have some degree of positive
impact through individual member
accomplishments.
• Groups with high norms and high
cohesiveness have the greatest positive
impact, Mayo's theory predicts, since group
members encourage one another to excel.

21. SUMMERY
• Hawthrone experiments have opened a
brand new chapter in management by
suggesting management through good
human relations.
• Human relations involve motivating
people in organization in order to develop
teamwork which effectively fulfills their
needs and achieves organizational goals.

22. SUMMERY
• The major findings of the
experiments are social factor in
output, group influence,
conflict, leadership,
supervision, communication
etc.

23. BIBLIOGRAPHY
1. Management. Ricky w.Griffin.; Eighth Edittion, 2005; himal Impresions, pg –49, 50,
51, 500,511, 512,513,
2. Principles and practice of management. LM Prasad; 17th Eddition, 2007,; Sultan
Chand & Sons,New Delhi; pg – 676, 677,678,679, 680, 681,
3. Organisational Behaviour; K. Aswathappa, 6th edition,; Himalaya publishing house.
;Pg-62,219,220
4. Principles & practice of Nursing management & Administration for B.Sc & M.Sc
Nursing; Jogindra Vati; 1st Edition; Rajkamal Eletric Press; Pg- 30, 31.
Online Refference
1. https://www.business.com/articles/management-theory-of-elton-
mayo/#:~:text=Mayo%20management%20theory%20states%20that,given%20tea
m%20would%20be%20successful.
2. https://en.wikipedia.org/wiki/Elton_Mayo