Human Relations Contributors

Chris Argyris
Introduction

Even though management based on the assumptions of Theory X is perhaps no longer widely appropriate in the opinion of McGregor and others, it is still widely practiced. Consequently, a large ma ority of the people in the wor!places today are treated as immature human beings in their wor!ing environments. "n attempting to analy#e this situation, Chris $rgyris, of %arvard &niversity, compared bureaucratic ' pyramidal values (the organi#ational counterpart to Theory X assumptions about people) that still dominate far too organi#ations with a more humanistic ' democratic value system (the organi#ational counterpart to Theory * assumptions about people) as outlined in the table below. Bureaucratic/ Pyramidal Value System $ccording to $rgyris, following bureaucratic or pyramidal values leads to poor, shallow, and mistrustful relationships. +ecause these relationships do not permit the natural and free e,pression of feelings, they are phony or non-authentic and result in decreased interpersonal competence. ./ithout interpersonal competence or a 0psychologically safe0 environment, the organi#ation is a breeding ground for mistrust, intergroup conflict, rigidity, and so on, which in turn lead to a decrease in organi#ational success in problem solving.. Humanistic / Democratic Value System "f, on the other hand, humanistic or democratic values are adhered to in an organi#ation, $rgyris claims that trusting, authentic relationships will develop among people and will result in increased interpersonal competence, intergroup cooperation, fle,ibility, and the li!e and should result in increases in organi#ational effectiveness. "n this !ind of environment people are treated as human beings, both organi#ational members and the organi#ation itself are given an opportunity to develop to the fullest potential, and there is an attempt to ma!e wor! e,citing and challenging. "mplicit in .living. these values is .treating each human being as a person with a comple, set of needs, all of which are important in her' his wor! and in her' his life... and providing opportunities for people in organi#ations to influence the way in which they relate to wor!, the organi#ation, and the environment..

Bureaucratic / Pyramidal "mportant human

Humanistic / Democratic The important human

relationships-the crucial ones-are those related to achieving the organi#ation0s ob ectives, i.e., getting the ob done.

Effectiveness in human relationship increases as behavior becomes more rational, logical, and clearly communicated1 but effectiveness decreases as behavior becomes more emotional. %uman relationships are most effectively motivated by carefully defined direction, authority, and control, as well as appropriate rewards and penalties that emphasi#e rational behavior and achievement of the ob ective.

relationships are not only those related to achieving the organi#ation0s ob ectives but those related to maintaining the organi#ation0s internal system and adapting to the environment as well. %uman relationships increase in effectiveness as all the relevant behavior (rational and interpersonal) becomes conscious, discussible, and controllable. "n addition to direction, controls, and rewards and penalties, human relationships are most effectively influenced through authentic relationships, internal commitment, psychological success, and the process of confirmation.

2e,t 3 "mmaturity ' maturity theory