The ultimate scientific manager, therefore, is the skilled efficiency expert. .
Scientific management exists today, but circumstances certainly are not as brutal as they once were. Under scientific management, people are seen as being in organizations to work-not to communicate. The presumption is that the people at the top know how things should be done, and it is the duty of those at the bottom to do as they are told. The emphasis is on written or oral formal communication that follows the channels of the top-down chain of command. Most personnel learn to do their jobs, work hard, and stay out of the way of management. If they get into trouble or try to change the system, they are likely to be replaced. Unemployment still is feared by many workers.
2. Human Relations Management.
Mayo (1933), Barnard (1938), and others led the way for the human relations style of management. Mayo is still considered by many to be the founder of the Human Relations School. Mayo, Roethlisberger, Dickson, and many others were asked to complete a series of studies between the 1920's and 1940's which became known as the "Hawthorne Studies." Although these studies originally were designed as part of the scientific management style, they proved to be the foundations of the human relations management. These studies, and several others during that time period, were designed to determine what variables could improve employee production. .
In these studies and many others, the researchers found that if employees were treated like human beings-not like cogs in a machine-were given some time to have informal communication among themselves, and could communicate with management and make some changes in the environment, then production would increase, regardless of the working conditions. The researchers manipulated the working conditions and inadvertently manipulated the communication between employees and management.