AT&T Archives: The Year They Discovered People

Summary

The video script explores the Hawthorne Studies conducted at Western Electric's Hawthorne Works in the 1920s, highlighting the experiments' focus on how environmental factors, such as lighting, impacted worker productivity. The findings revealed that employee attitudes, social dynamics, and managerial approaches played a more significant role in productivity than initially expected. This led to the emergence of modern theories around employee satisfaction and participative management, transforming workplace dynamics. The script also reflects on the changing nature of supervisory roles, emphasizing greater collaboration and respect between workers and supervisors.

Takeaways

• 🔍 The script discusses the Hawthorne studies, a series of experiments conducted in the 1920s at Western Electric's Hawthorne Works in Chicago to explore worker efficiency and behavior.
• 💡 The initial experiments aimed to determine if changes in lighting could improve worker productivity, but output increased regardless of lighting changes, leading to inconclusive results.
• 👥 The focus of the studies shifted from physical conditions to social and psychological factors, examining how employee attitudes and relationships influenced productivity.
• 📈 In a specific experiment, six women in a relay assembly room demonstrated a 30% increase in output, showcasing the impact of personal attention and teamwork on productivity.
• 📚 The studies were the first to systematically investigate worker attitudes and resulted in the formalization of employee feedback and interviews, with over 20,000 workers sharing their experiences.
• 🤝 The Hawthorne studies revealed the importance of social organization and interpersonal dynamics in the workplace, emphasizing that workers' satisfaction directly affects output.
• 🏢 The collaboration between Western Electric and Harvard University’s Elton Mayo led to a new understanding of business organizations as social systems, not just mechanical operations.
• 📖 The findings were published in the influential book 'Management and the Worker,' which became a key resource for business students and professionals in management and human relations.
• 👔 The script highlights a shift in supervisory attitudes, from autocratic leadership to participative management, where supervisors now engage more with workers as equals.
• 🧠 The Hawthorne studies' legacy continues in modern business practices, raising ongoing questions about balancing worker needs with productivity in contemporary workplaces.

Q & A

What was Theresa Lehmann's role in the Hawthorne studies?

Theresa Lehmann's role in the Hawthorne studies was to observe the experiments, keep accurate records, maintain a friendly atmosphere, and exercise a partial supervisory function.

What was the initial focus of the Hawthorne studies?

The initial focus of the Hawthorne studies was to determine how illumination affects worker efficiency, with the assumption that better lighting would lead to improved productivity.

What surprising outcome was observed during the illumination experiments?

The surprising outcome was that output increased not only for workers with improved lighting but also for those whose lighting remained unchanged. Output continued to rise even when the lighting was dimmed.

Who was Mr. Chipman in relation to the experiment?

Mr. Chipman was one of the men involved in the experiment, mentioned by Theresa Lehmann as someone who worked closely with the women in the test room.

What was the relay-making experiment, and why was it important?

The relay-making experiment involved six young women assembling electromagnetic switches while changes in work routines were tested. It became the core of the Hawthorne studies, showing that employee attitudes and involvement could significantly impact productivity.

What role did Harvard Business School play in the Hawthorne studies?

Harvard Business School, under the leadership of Elton Mayo, was brought into the studies by George Pennock of Hawthorne. This collaboration led to a long series of studies on worker attitudes and productivity, with significant contributions to industrial psychology.

What was the long-term impact of the Hawthorne studies on business and management?

The long-term impact of the Hawthorne studies was the understanding of a business organization as a social system, where worker satisfaction and interpersonal relationships are crucial to productivity. This shifted the focus toward participative management and employee involvement.

What key publication resulted from the Hawthorne studies, and what was its significance?

The key publication was 'Management and the Worker,' written by Bill Dickson and Fritz Roethlisberger. It systematically outlined the findings of the Hawthorne studies and became a foundational text in industrial psychology and management studies.

How did the Hawthorne studies change the approach to employee supervision?

The studies led to a shift from autocratic supervision to a more participative and collaborative approach, where supervisors became more involved with workers and encouraged their contributions to improving work processes.

What broader social and economic trends in the 1920s were reflected in the Hawthorne studies?

The 1920s were a time of rapid industrialization, with innovations like Henry Ford's assembly line revolutionizing production. However, the Hawthorne studies highlighted the human aspect of industrial work, showing that workers were more than just machines and that their social environment significantly impacted productivity.

Outlines

00:00

👩‍🔬 Observations from the Test Room

This paragraph presents the recollections of Theresa Lehmann, a participant in experiments at the Hawthorne Works. She shares her experiences working with other employees and supervisors like Mr. Chipman. The atmosphere was lively, and she fondly remembers the unique daily tasks and camaraderie. The dialogue reflects the interpersonal connections made, with references to old photos and memories of the Hawthorne studies, which began in 1924, focused on human relations and industrial work dynamics.

05:03

💡 The Curious Effects of Lighting on Productivity

The paragraph recounts the initial illumination experiments conducted at the Hawthorne Works in Chicago by the National Academy of Science in 1924. The goal was to observe how changes in lighting affected worker productivity. Surprisingly, output increased not only in the test group with altered lighting but also in those with no changes, even when lights were dimmed. Despite the puzzling results, the studies were called off, though they sparked further investigation into workplace dynamics. This marks the beginning of the groundbreaking Hawthorne studies.

10:04

📈 The Evolution of the Hawthorne Studies

This paragraph describes how Western Electric continued the studies after the inconclusive results of the lighting experiments, focusing on relay-making tasks. The new experiment, involving six women assembling electromagnetic switches, showed a significant 30% increase in productivity. The workers' involvement and frequent changes in routine played a crucial role. These studies became the first scientific investigation into employee attitudes, marking a turning point in industrial management. Harvard Business School's involvement solidified the study's importance in understanding worker motivation and productivity.

Keywords

💡Hawthorne Studies

The Hawthorne Studies were a series of experiments conducted at Western Electric's Hawthorne Works in the 1920s and 1930s. These studies aimed to examine how different factors, such as lighting, rest breaks, and work hours, affected worker productivity. The studies found that social factors, such as the attention workers received, had a greater impact on productivity than physical conditions. This concept plays a central role in the video, which discusses the historical significance of these experiments in shaping modern management practices.

💡Relay Room Experiment

The Relay Room Experiment was one of the key experiments within the Hawthorne Studies. It involved six women who assembled electromagnetic relays under varying work conditions, such as changes in work hours and rest breaks. The experiment showed a significant increase in productivity, suggesting that workers' involvement and attitudes played a major role in their performance. This experiment is mentioned as a pivotal moment in understanding how workplace conditions and human relations impact output.

💡Western Electric

Western Electric was a manufacturing company known for producing telephone equipment. Its Hawthorne Works plant in Chicago employed around 40,000 people in the 1920s. This plant became the site of the Hawthorne Studies, which sought to explore worker efficiency and productivity. The company's progressive workplace practices, such as pensions and vacations, are highlighted in the video as contributing to a positive work environment.

💡Illumination Experiment

The Illumination Experiment was one of the earliest studies in the Hawthorne project, aiming to determine the effect of lighting on worker productivity. The surprising result was that productivity increased even when lighting conditions worsened, indicating that factors beyond physical conditions, such as the workers' awareness of being observed, played a role in their performance. This experiment is discussed as the initial phase of the Hawthorne Studies, which led to further research on worker behavior.

💡Employee Attitudes

Employee attitudes refer to the feelings, perceptions, and responses that workers have toward their jobs, supervisors, and working conditions. The Hawthorne Studies highlighted the importance of these attitudes in determining productivity and job satisfaction. The video explains how the studies led to the realization that understanding and addressing worker attitudes could improve both individual performance and overall output in industrial settings.

💡Social System

The concept of a business organization as a 'social system' emerged from the Hawthorne Studies. This idea suggests that businesses are not just technical systems focused on production but also social environments where relationships, group dynamics, and worker satisfaction significantly influence productivity. The video describes how this perspective shifted the focus from treating workers as mere cogs in a machine to recognizing their social and emotional needs.

💡Harvard Business School

Harvard Business School became involved in the Hawthorne Studies when Elton Mayo, a professor at the school, was invited to collaborate on the experiments. Harvard's role in the studies helped formalize the findings and contributed to the academic field of human relations in the workplace. The video highlights Harvard's long-term involvement in analyzing the data and publishing influential works, such as 'Management and the Worker.'

💡Supervisory Attitudes

Supervisory attitudes refer to the approach and behavior of supervisors toward their employees. In the Hawthorne Studies, it was found that supportive and participative supervisory styles led to higher worker satisfaction and productivity. The video contrasts the old autocratic style of supervision with a more modern, collaborative approach, where supervisors listen to employees and involve them in decision-making.

💡Participative Management

Participative management is a style of management where employees are involved in decision-making processes and have a say in how their work is organized. The Hawthorne Studies showed that this approach could increase employee morale and productivity. The video mentions that this style was emerging during the time of the studies and is now more widely adopted in modern management practices, where supervisors and workers collaborate as equals.

💡Industrial Revolution

The Industrial Revolution refers to the period of rapid industrial growth and technological innovation that transformed manufacturing processes, particularly in the early 20th century. The video places the Hawthorne Studies in the context of this era, where the rise of factories, assembly lines, and mass production led to a focus on efficiency but often neglected worker well-being. The studies challenged this trend by emphasizing the human element in industrial work environments.

Highlights

Betty Woods of the State Street Council discusses activities happening during 'People Week' along State Street.

Theresa Lehmann recalls her time as an observer in a test room during an experiment, where her role involved maintaining records and a friendly atmosphere.

Theresa mentions working alongside men like Mr. Highberger and Mr. Chipman, particularly fondly recalling Mr. Chipman.

The conversation shifts to the Hawthorne studies, an early experiment on worker efficiency conducted at Western Electric's Hawthorne Works in Chicago.

The Hawthorne studies initially focused on how changing illumination affected worker productivity, but surprisingly, productivity increased even when the lighting conditions worsened.

The illumination study was inconclusive, leading to its cancellation by the National Academy of Science, but further experiments at the Hawthorne Works continued.

Relay making became the focus of a new experiment, involving six women assembling electromagnetic switches with varying work routines.

This experiment, later called the Hawthorne studies, marked the first scientific inquiry into employee attitudes, resulting in a 30% production increase.

George Pennock of Hawthorne Works brought Harvard Business School and Elton Mayo into the studies, marking a pivotal collaboration.

Harvard researchers introduced the idea of studying worker attitudes, leading to the industry's first formal employee interviewing program with 20,000 participants.

The Hawthorne studies revealed the importance of the social organization of workers, with significant impacts on productivity.

Findings from the Hawthorne studies led to the publication of 'Management and the Worker,' a key text in understanding worker-management relations.

The Hawthorne studies' key contribution was recognizing businesses as social systems where worker satisfaction and productivity are interconnected.

The documentary reflects on the enduring question of whether modern business has struck a balance between the worker and their job.

Workers in the film mention a shift in management style over the years, with participative management allowing them to contribute ideas and feel more involved.

Transcripts

Betty Woods of the State Street Council and lots of activities happening during

people week along State Street. This is [inaudible]...WBBM Chicago. Well I was an

observer stationed in the test room during the experiments, and my job was to

keep accurate records of all that happened, create and maintain a friendly

atmosphere, and exercise partial supervisory function.

When they asked me would I like to work in a test room, I thought it was gonna

be something different than what they were doing. My name was Theresa Lehmann at

that time. Well we liked it. All of us liked it. You know, every day we had to do

something different. It wasn't the same thing over and over. We had men working

with us, Mr. Highberger and Mr. Chipman, mostly Mr. Chipman. He was there with us

all the time. He was nice. He was real nice. Hi Mr. Chipman. Hi [inaudible]! Are you in to see

the old game? I sure am. Did you ever hear of the Hawthorne studies? It

probably is in a textbook on human relations. It doesn't mention the Hawthorne

studies .1924 was the year it started. It all happened at this plant, the Hawthorne

Works.

[Theresa] Hi! [laughing]

[camera click] Theresa! [camera click]

[indistinct chatter]

[Man] How are you? [Theresa] Oh just fine. How are you? [Man] You look like the

blushing bride. [Theresa] [laughs]

Hi Mr. [inaudible].

[Indistinct chatter] [Theresa] Oh no that's my book. [laughter]

[Theresa] My pictures.

[Man] Oh your pictures.

[Indistinct chatter]

You know, this is really a fun deal to get together with a gang like this that

you haven't seen for so long. [Woman] Oh it is.

[Man] When is Theresa gonna show us what she has in the book there?

[Man] Yeah that's a pretty impressive looking book.

[Theresa] Oh some old-time pictures... [inaudible]. This is me. I was maybe about 18

years old on that picture. [Woman] Now what year would these be?

The roaring 20s, an era of excitement

like few others in American history, an era of uproar in

well, everything. A scandalous dance called the Charleston caught on bringing

hemlines up so they could swing to the new music. Ladies bobbed their hair and

covered it with cloche hats. The noble experiment tried vainly to erase demon

drink from America. Speakeasies, though, became as common as

prohibition agents, and bootleggers were both the heroes and the villains of the

age. Scarface Al Capone was a legendary example. Harding headlined the executive

branch and teapot dome, but America kept cool with Coolidge.

A young pilot named Charles Lindbergh flew nonstop across the Atlantic and

shrank the world, earning its lasting adulation. The incomparable Babe Ruth, too,

is known and loved throughout the world. But perhaps the grandest star of the era was

the automobile. Nothing in the 20s revolutionized the lifestyle of

Americans more than the incredible motorcar. Henry Ford's development of the

assembly line boosted both employment and wages and

set off the modern American industrial revolution. Everywhere, more and more

people went to work in factories, turning out products by the hundreds of millions,

but somewhere along the assembly line, the workers often got lost in the rush

of production. Considered an extension of the machinery, the industrial man was

often less important than his output. Working conditions were difficult,

supervision usually autocratic, and benefits non-existent for most workers.

In sweatshops and even in better factories, it was production that

mattered, At Western Electrics Hawthorne Works in

Chicago in the 1920s, telephone equipment was being manufactured by 40,000 people,

but Hawthorne employees had received their company paid pension plan back in

1906. They had vacations one week after five years, and they had sickness

disability pay. Hawthorne was considered a progressive place to work. Those who

worked at Hawthorne were really respected in the -- in the neighborhood. It was

considered quite a privilege to be working here. At this and three other

companies in 1924, the National Academy of Science began an experiment to

determine how illumination affects worker efficiency. The premise was that

output would improve if the lighting of work areas was improved. Something very

curious happened when new experimental lights were installed. Output went up

among those employees being studied and also among those whose lighting had not

been changed, and most puzzling of all, it continued to go up even when lights were

turned down. Having proved nothing ,these studies were called off by the National

Academy. It might all have ended there. [Man] Looks like a good cigar.

[Man] Ah, that's a Dandy.

[Man] We're talking about the 20s. [Man] Oh the 20s. [Man] Oh that's in another era.

[Theresa] Yeah that's the test room there. [Man] Let's open it to that cuz that's the --

that's the test room group. [Man] Now that is the heart of the study.

[Man] Chip where were you then? [Chip] I was over in this

direction in front of the girls. [Man] What position did you have Theresa?

[Theresa] Back there in the middle. The blonde there.

[Man] The chute. Can you see the chute on there?

[Man] Oh here they are. I remember when they dropped...

Relay making was picked for a new experiment when Western Electric alone

decided to probe the inconclusive results of the illumination studies. Six

young women assembled the electromagnetic switches while rest

brakes and different hours were tried. It was the core of what would later be

called the Hawthorne studies, industry's first scientific inquiry into employee

attitudes. Continuing changes in routine were freely discussed with the workers,

whose output, as well as involvement in the project, increased dramatically. Each

completed relay was counted by a tireless tape, which recorded an overall

production increase of 30 percent. In this small room for more than five years,

observers studied workers producing more in less time than ever before.

Industrial history was in the making.

Earlier, Hawthorne's George Pennock brought the Harvard Business School into

the studies. Associate dean George Lombard. Harvard became connected with the

Hawthorne studies soon after Mr. Pennock had heard Elton Mayo give a talk in New

York. Mayo was interested at the time in topics of fatigue and monotony, and

Mr. Pennock thought that some of the ideas that Mayo expressed might be of some

interest in connection with the Hawthorne studies. So we asked Mayo to

come out to the Hawthorne plant and then began a long series of associations

between our two institutions.

The Hawthorne Harvard cooperative inquiry continued into the 30s, delving into

production areas all over the plant. When the early returns from the relay room

began to be understood, the investigators felt the attitudes of other workers

ought to be explored. They began industry's first formal

employee interviewing program. Some twenty thousand Hawthorne people aired

their feelings about their jobs, their supervisors, their working conditions,

about anything and everything. In other experiments, investigators found the

first clues to the social organization of people at work, an organization that

seemed to have as much or even more impact on output than anything

management did. Though not all the results were as dramatic as the relay

room, in general, output increased wherever these tests were tried.

The investigators found industry had never tapped the workers' real worth and

sent the massive proof back to Harvard for compilation. When the studies were

finished, the late Bill Dickson and Fritz Roethlisberger came back to Harvard with

the really ton of material of records that had been kept and

accumulated during the studies, and they began the long and careful job of

writing up these studies and stating the findings in a systematic way. This

work resulted in the publication of "Management and the Worker," which has now

gone through many printings and has become a book that is well known, not

only to college and graduate students, but also to professional workers in

personnel, in business, and other kinds of organizations. The point of view which

gradually emerged from the studies was to regard a business organization as a

social system. Everyone knows that people are important in business, but a way of

thinking which allowed the satisfactions and dissatisfactions of workers to be

thought about in relationship to output and productivity and to allow new

studies and new actions to be taken had not been available before. This is the

real contribution of the Hawthorne studies.

[Music]

So, companies discovered people and raised a question that persists. 50 years

after the studies, has modern business yet struck the balance between the

worker and his job? We can contribute something. I mean we're not just machines

and we're not just there turning out the paper, you know, and just watching the

sheets flow out of a machine. We have ideas how to -- to better the shop, and I

think they found out that working as a group, our shop really contributed

something. It seems to me that uh, like I said, the new breed of supervisor likes

participative management, and we've been given that chance, and it's worked out so

far. We're facing the supervisor and it seems more or less like he's our equal,

you know. He's on the same level as we are. I think the supervisor -- he gets

involved more. He gives us a chance to do things the way we want to do them if -- as

long as we get the job done.

Supervisory attitude is altogether different than it was in those days. You

know, you can sit down and talk to the supervisor and tell them something about

the job. He'll listen. Years ago, he was -- he knew everything.

In a lot of the classes in the universities, the Hawthorne studies often

come out, but how much stays with a student when he gets to be a manager? I

don't know, but there's certainly a lot more there than we make you sit.