Management and the Worker¶
Roethlisberger, F. J., & Dickson, W. J. (1939). Management and the Worker: An Account of a Research Program Conducted by the Western Electric Company, Hawthorne Works, Chicago. Harvard University Press.
Cited by¶
4 citations across 3 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Formal vs. Informal Structures
- Dual-structure framing clarifies that org charts, procedures, and policies are incomplete descriptors of how systems actually work
This sourceThe Hawthorne research demonstrated that the org chart and formal procedures are incomplete descriptors of how work actually proceeds because an unrepresented informal organization governs output and behavior; supports the clarity claim that formal descriptors miss how systems actually work.
- The informal layer identification capturing emergent patterns (communication networks, actual decision-making power, workflow realities, cultural norms, unspoken rules)
This sourceThe classic empirical identification of the informal organization (work-group norms, output restriction, informal cliques, unspoken rules) that forms within the formal structure and is absent from the org chart; supports the informal-layer-identification signature.
- Dual-structure framing clarifies that org charts, procedures, and policies are incomplete descriptors of how systems actually work
- Measurement and Disturbance
- Social science and organizational research: Observing group behavior changes behavior; study participants who know they are being watched often behave differently (Hawthorne effect), making it difficult to measure baseline behavior without disturbing it, a finding originally documented by Roethlisberger and Dickson (1939) in their canonical report on the Western Electric studies.
This sourceOriginal report of the Hawthorne studies; foundational documentation of behavioral change in study participants under observation in organizational research.
- Social science and organizational research: Observing group behavior changes behavior; study participants who know they are being watched often behave differently (Hawthorne effect), making it difficult to measure baseline behavior without disturbing it, a finding originally documented by Roethlisberger and Dickson (1939) in their canonical report on the Western Electric studies.
Domain-specific¶
- Crab Mentality
- The clearest documented instance is the Bank Wiring Observation Room of the Hawthorne studies, reported in Roethlisberger and Dickson's Management and the Worker (1939)
This sourceThe Bank Wiring group's informal output standard and the group's own social control of work behaviour, reported at first hand; the specific sanction vocabulary sits in the report's chapter on social control of work behaviour.
SupportedVerified against the source
- The clearest documented instance is the Bank Wiring Observation Room of the Hawthorne studies, reported in Roethlisberger and Dickson's Management and the Worker (1939)
Verification¶
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