By Edmund Brooks (auth.)
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Additional resources for Organizational Change: The Managerial Dilemma
How can effectiveness be measured in a managerial capacity? What is required of a manager to ensure that policies and plans are implemented responsibly? The human-relations movement arose in the 1930s in response to these previously unanswered questions. Human Relations The human-relations school of thought focuses on the effects that the members of an organisation have on all aspects of its operation. They llre the organisation, the human resources which influence and control the utilisation of other productive resources in the organisation's system of operations.
The impact of the formal organisation is to place individuals in work situations where: (i) they are provided minimal control over their workaday world; (ii) they are expected to be passive, dependent and subordinate; (iii) they are expected to have frequent use of a few skin-surface shallow abilities; and (iv) they are expected to produce under conditions leading to psychological failure. Argyris ( 1958, 1960) suggests that employee reaction to the formal organisation is to devise informal activities such as absenteeism, turnover, apathy and indifference as defence mechanisms in order to be independent and creative.
The supervisor considers himself to be powerless to arrest falling levels of productivity without sufficient influence and say in labour relations and real control over the labour force. Because of widespread occurrences of bad workmanship, which supervisors are not able to deal with, the quality and reliability of service support falls away and more frequent cases of operational breakdowns occur, increasing the demand for engineering maintenance. Caught up in this vicious circle the supervisor is vulnerable to blame and criticism for the level and quality of work put out.