| Among contributors to the work of the | | | | the wider community. The introduction of new |
| Behavioral School there was Maslow, who | | | | mechanical systems led to the re--organization of |
| explored personality and motivation during 1940s, | | | | these teams into larger groups under a single |
| although not specifically within the workplace. | | | | supervisor. The teams were spread over much |
| Maslow posited a hierarchy of needs – | | | | wider areas and divided into specialized task |
| ranging through physiological needs ultimately to | | | | groups. These changes to the old sub-systems |
| self--actualization. As lower level needs are | | | | made supervision difficult. Aspects of the old |
| satisfied individuals will seek to move to the next | | | | system were re-introduced and this led to |
| level. When physiological needs are met say | | | | improvements in productivity and morale. |
| through monetary reward they will satisfy their | | | | Organizations came to be seen as open systems |
| safety needs by seeking say job security. Other | | | | reacting not only with their internal sub-systems, |
| research and writing on workplace motivation was | | | | but also with the wider external environment |
| developed from Maslow’s work including | | | | creating the Contingency Theory Approach. |
| McGregor, Herzberg and Alderfer who improved | | | | The principal schools of thought that existed |
| upon Maslow’s original work. | | | | around 1950 have been briefly described above. |
| Organizations began to be seen as socio-technical | | | | There has since been further work and study on |
| systems by Trist and Bamforth who researched | | | | organizations, the behaviour of people at work |
| the consequences of changes in work practices in | | | | and the impact of changes in processes, |
| British coalmines upon the introduction of | | | | technology and the nature and extent of markets. |
| mechanization. The pre--existing short wall method | | | | The initial reaction of many is that these earlier |
| was operated by self-managing and close knit | | | | approaches have no place in the 21 Century. |
| teams, which were fiercely competitive with other | | | | Organizations, now, no longer supply goods they |
| teams. These relationships were carried over into | | | | supply services. |