Effects of Classical Management Theories on the Current Management Practice in NigeriaEssay Preview: Effects of Classical Management Theories on the Current Management Practice in NigeriaReport this essayBUS 5113 Organizational Theory and BehaviorClass Introductions Hello Everyone! My name is Jalal Abdulatef and Iâm from Yemen. I am married and I have two kids and I like to play football and traveling.I am a 35-year-old and I have a bachelors degree in computer science, I started my career as a Software engineer at one of the best local company, now Im working in the humanitarian field at UNICEF Yemen as an information management officer.I have decided to study an MBA to gain the skills and abilities that I need to lead a successful and productive life and to become well-educatedI believe that studying Organizational Theory and Behavior will help me to have a better understanding about leadership, decision making, and team building.I strongly believe that stydying MBA will  force me to get out of my comfort zone, deal with the latest issues in international business, apply the new management techniques, and constantly challenge myself. I expect it helps me to be more professional, get a higher salary after graduation, land a top management position.Hi Taher, Nice to e-meet you man!We are from the same country and we have the same concerns.  I hope that our situation will improve in order to avoid destroying the next generation.It is my pleasure to meet you VictoriaLooking forward to working collaboratively with you.  very excited to be part of it.I decided to apply for the MBA because I felt I needed to go a step further and I appreciate a lot this opportunity. I think this Course can help me to be a better manager and human being.I appreciate your post key points and issues about the Hawthorne effectLooking forward to interacting with you in class!I enjoyed reading your post, and I too have noticed better output from my staffI am excited to learn from you in this class. I enjoyed reading your profile. How would you like to be addressed by the way?In our readings, it suggests that individuals tend to change their behavior if they believe they are being observed-this is called the Hawthorne Effect. As Organizational Leaders what does this phenomenon tell you about observed behaviors and those you may not see? How does this impact the broader context of an organization, particularly when trying to gather authentic data on organizational behavior?I think the Hawthorne effect tend to hide the true behaviors of employees. This means employee will pretend to show their bosses the very. The Hawthorne studies established to identify the influence of the social, physical, and psychological environment on the workers, this study linked the individual to the society and emphasized that staff performance was affected by the surrounded environment and the people working with them.So, I think Hawthornes effect tends to hide the true behaviors of employees, the employee will pretend to show the best performance and adherence to the rules because he is aware that he is under the observation and monitoring.
As mentioned in a recent study by Ranganathan ” Many academic studies have found that monitoring enhances performance either in itself or as part of a system of complementary management practices (see, for example, Aral et al. 2012, Brynjolfsson and Hitt 2000, Basker 2012, Bloom and Van Reenen 2006, Bloom et al.2013). However, other studies caution that monitoring can be harmful to workersâ productivity. For example, monitoring workers might interfere with their privacy and deter them from productive forms of experimentation and rule-breaking (Bernstein2012). The act of monitoring workers may also demotivate workers by impinging on their sense of autonomy (Deci and Ryan 1975), or lead them to focus on the performance measure at the expense of other productive activities (Kerr 1975, H Ìolmstrom and Milgrom 1991)” (Aruna Ranganathan,2016,
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Research is needed to determine whether monitoring effects on other workers’ performance are associated with changes in other worker’s behavior. To quantify the role of monitoring in productivity, researchers are not limited to studies of behavioral patterns. Some studies have attempted to explain what effect monitoring may have in productivity, but it is unknown whether a decrease in productivity associated with monitoring is related to changes in other worker’s behavior or to changes by other worker’s performance. To address this question, we tested whether the change in human performance experienced by one-off observers could be interpreted in terms of social effects on both worker’s performance and the overall productivity of the field.
Participants in the first study of the type (Uppal, 2014) took a survey of 458 workers at the University of Waterloo in Canada. The participants were part of a team of workers who were participating in a network and also included other workers who were in the general lab (Norman, 2012). This was a group in which about half the workers participated and was generally of college (19 to 30 years old) with a college degree, university affiliation, or at least high school education (19â23 years of age and under). The primary purpose of the study was to investigate potential effects of monitoring on performance on subjective, but not objective measures of productivity. This approach could not tell us whether there were any differences in subjective performance on measures of subjective or objective and whether social interactions that had significant impacts on participants’ performance might lead to changes in the subjective performance of respondents, or whether they could improve subjective performance by setting different expectations for subjective performance (see Supplementary Material for details).
The first experiment involved a sample of 809 workers in the first project of the group. The study period was 18 months and ended on January 1, 2016. The study was conducted on behalf of the University of Waterloo (UM) at a large university. All subjects were invited to attend. Thereafter, participants who arrived on the test day were assigned the task at a designated time. They were asked if they had taken the measurement of subjective measures of social interaction in previous years; these measures were recorded in the standard version of the online survey, the Interpersonal and Organizational Responses to Work, and the Interpersonal and Organizational Competence and Emotion Reports from the Internet survey (Schraak and Oettinger 2006, Oettinger et al., 2008; Pritchard et al., 2012). Each participant read a series of words in a self-describing list and assessed their individual emotional response to each stimulus. Some participants responded in pairs and some responses in whole words. On one side of the list, participants read a list of the five key meanings of words, such as “happy” or “dilute” or “good luck.” Participants responded to the list by writing or picturing objects that are normally viewed as being part of the same sentence, such as “This morning I just fell asleep in the middle of the night” or “I’m getting some morning coffee.” All responses were rated on four personality measures: Emotional (on the average), positive and negative responses, and “happy and sad.”
The participants reported a typical work stress level on one occasion (the average of which was 11 weeks prior to