Neo-Classical (Behavioral) Organization Theory
➢ Hawthorne Experiments (research):
• The purpose of the experiment is to change the working conditions and increase the productivity of the workers.
to look for ways to increase For this purpose, a number of experimental groups
has been established, and increasing and decreasing the light on these groups has contributed to the studies.
Efficiency is increased by applying different methods such as taking a break for a while.
has been studied. But experiments yielded unexpected results.
• For example; As a result of increasing the light, the total efficiency increases by 10%.
As a result of the reduction to the level, 5% efficiency is expected to decrease, on the contrary, 10% efficiency is expected.
increase occurs. Such failures were a prerequisite for conducting experiments.
The team causes the search for deficiencies or mistakes. However, in applications
When no error is found, it is decided that the error is in the method itself.
given . Therefore, there is no positive relationship between physical changes and worker productivity.
scientifically determined. This is the classic accepted by the scientific management school.
management mentality has come to an end. Elton Mayo et al. conducted their experiments in psychology and
He continued to work on experiments, shifting to sociological directions.
➢ Results from the Hawthorne studies:
• The productivity of interested workers was increasing regardless of the side conditions.
• In every institution, besides the formal organizations that exist with principles, methods and laws
associated with personal behavior, emotions, and momentary moods, and
There are situations that cannot be formalized. Combining these personal situations
and an informal organization was being formed. This formal organization was regarded as bad.
should not be characterized but rather as a complement to the necessary and formal organization.
should be adopted.
• When institutions are adopted as a social system made up of people, management
with the productivity logic demanded by the status of employees,
it becomes easier to establish intimacy between the logic of emotions. with the technical organization
must strike a balance between the human organization. Therefore, in traditional organizational theory,
The emotional person (socio-psychological) has taken the place of the adopted economic person.
• In this way, as a result of the Taylorist theory dominating the practice, the employer and
to some extent, to the management levels,
has approached.
• Workers must have an opinion on what is correct and what is adequate at the time of doing the job.
The team has established norms (rules). The group of workers, how much production
He had established a norm that it could be counted in sufficient quantity. another norm
No one in the group does too much work relative to the others.
He said he shouldn't take it off. Another norm, whining should not be done.
that no worker should do less work compared to other group members.
was stating. Individuals who deviate from one of these two directions are half joking, half joking.
He was severely scolded and tried to be brought back to the desired level. they continue
they were excluded.
• Employees act rationally, are selfish, increase their interests.
rational-economic model of man, based on the assumptions that they do everything for
proved to be untrue. As opposed to the economic man model, the social man
model has emerged.
• Social needs (acceptance by others or appreciation from managers)
vision, etc.) has emerged.
• Hawthorne studies:
✓ To test the classical approach
✓ Improvement in physical conditions will increase productivity.
✓ It examines the human element, which is the missing aspect of classical theory.
✓ To understand the human element in the organization, to maximize its capabilities.
to take advantage of
✓ Examining the relationships between structure and human behavior
✓ To understand the emerging social groups within the organization and their characteristics
✓ Social factors instead of physical factors.
➢ Studies in the Scope of Neo-classical Organization Theory:
• 1) Douglas McGregor and Theories X and Y:
• McGregor, Classical Management, first developed by Taylor, Fayol and Weber.
He described his theory and called it the X theory. Later this theory
He strongly criticized the theory of Y.
• Assumptions of theory X:
o People do not like to work and seek ways to escape from work as much as possible.
o People prefer to be managed and avoid responsibility.
➢ Hawthorne Experiments (research):
• The purpose of the experiment is to change the working conditions and increase the productivity of the workers.
to look for ways to increase For this purpose, a number of experimental groups
has been established, and increasing and decreasing the light on these groups has contributed to the studies.
Efficiency is increased by applying different methods such as taking a break for a while.
has been studied. But experiments yielded unexpected results.
• For example; As a result of increasing the light, the total efficiency increases by 10%.
As a result of the reduction to the level, 5% efficiency is expected to decrease, on the contrary, 10% efficiency is expected.
increase occurs. Such failures were a prerequisite for conducting experiments.
The team causes the search for deficiencies or mistakes. However, in applications
When no error is found, it is decided that the error is in the method itself.
given . Therefore, there is no positive relationship between physical changes and worker productivity.
scientifically determined. This is the classic accepted by the scientific management school.
management mentality has come to an end. Elton Mayo et al. conducted their experiments in psychology and
He continued to work on experiments, shifting to sociological directions.
➢ Results from the Hawthorne studies:
• The productivity of interested workers was increasing regardless of the side conditions.
• In every institution, besides the formal organizations that exist with principles, methods and laws
associated with personal behavior, emotions, and momentary moods, and
There are situations that cannot be formalized. Combining these personal situations
and an informal organization was being formed. This formal organization was regarded as bad.
should not be characterized but rather as a complement to the necessary and formal organization.
should be adopted.
• When institutions are adopted as a social system made up of people, management
with the productivity logic demanded by the status of employees,
it becomes easier to establish intimacy between the logic of emotions. with the technical organization
must strike a balance between the human organization. Therefore, in traditional organizational theory,
The emotional person (socio-psychological) has taken the place of the adopted economic person.
• In this way, as a result of the Taylorist theory dominating the practice, the employer and
to some extent, to the management levels,
has approached.
• Workers must have an opinion on what is correct and what is adequate at the time of doing the job.
The team has established norms (rules). The group of workers, how much production
He had established a norm that it could be counted in sufficient quantity. another norm
No one in the group does too much work relative to the others.
He said he shouldn't take it off. Another norm, whining should not be done.
that no worker should do less work compared to other group members.
was stating. Individuals who deviate from one of these two directions are half joking, half joking.
He was severely scolded and tried to be brought back to the desired level. they continue
they were excluded.
• Employees act rationally, are selfish, increase their interests.
rational-economic model of man, based on the assumptions that they do everything for
proved to be untrue. As opposed to the economic man model, the social man
model has emerged.
• Social needs (acceptance by others or appreciation from managers)
vision, etc.) has emerged.
• Hawthorne studies:
✓ To test the classical approach
✓ Improvement in physical conditions will increase productivity.
✓ It examines the human element, which is the missing aspect of classical theory.
✓ To understand the human element in the organization, to maximize its capabilities.
to take advantage of
✓ Examining the relationships between structure and human behavior
✓ To understand the emerging social groups within the organization and their characteristics
✓ Social factors instead of physical factors.
➢ Studies in the Scope of Neo-classical Organization Theory:
• 1) Douglas McGregor and Theories X and Y:
• McGregor, Classical Management, first developed by Taylor, Fayol and Weber.
He described his theory and called it the X theory. Later this theory
He strongly criticized the theory of Y.
• Assumptions of theory X:
o People do not like to work and seek ways to escape from work as much as possible.
o People prefer to be managed and avoid responsibility.
