By Ukandi G. Damachi (auth.)
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Additional resources for Theories of Management and the Executive in the Developing World
Example text
One of the departments was then selected for further experimentation. It was divided into a test group and a control group, each located in a separate building. The illumination in the control group was left nearly constant but was varied in the test group. Productivity increased in the test group as illumination increased but, surprisingly, productivity rose equally in the control group. The experiment was repeated with a new control and test group. Lighting in the control group was again kept constant, but lighting in the test group was decreased from an initially high level of illumination.
One could, of course, conclude from the research that the physical conditions of work and the pay envelopes were chiefly responsible for increases in output. Also, the now famous 'Hawthorne effect' might be viewed as a major factor. This term refers to the unintended effect produced by means of the special attention given to the research subjects by the researchers and unintentionally involved persons or conditions. ) This was not, however, the interpretation made by the original researchers. THE BANK WIRING ROOM This was the final study conducted at the Hawthorne plant.
The second phase- inventing, developing and analysing possible courses of action he calls 'design activity'. And the third phase- selecting a particular course of action from those available- he calls 'choice activity'. How are decision-making skills developed? It is an obvious step from the premise that managing is decision-making to the conclusion that the important skills for an executive are those of good decision-making. It is generally believed that good decision makers, like good athletes, are born, not made.