Partly for moralistic reasons, but at least partly to forestall unionism, management began to modify its approach to administration. Beginning first with manager own observations and later relying heavily on the results of the Hawthorne studies, the first large-scale social science experiments in industry, an emerging theory of administration began to treat employees as whole individuals who could not be broken down into component parts. Thus, programs were developed to satisfy more than an individual physical and security needs, including, in addition, his need to feel important as an individual and to feel a part of his work group and the larger organization.
It is important to note that neither managers nor scholars contributing to the development of this new administrative model tended to modify the widely held view that most organization members are incapable of self-direction and control. Those who advocated increased efforts to keep employees informed, help them see how their jobs fit in, and involve people in decisions about how they are treated did so primarily with the goal of reducing resistance to organizational practices rather than with the intent of utilizing a broader range of capabilities of lower level members. leia todo o artigo
