Answer to Question 1
C
Answer to Question 2
Begun in the 1920s, the Hawthorne studies were one of the first to try and determine what effect
hours of work, periods of rest, and lighting might have on worker fatigue and productivity.
Initially, the results of the research on the small study group puzzled the researchers. Despite
reducing rest periods and eliminating rest time, the productivity of the study group increased
continuously. The group had fewer sick days than did other workers who were not in the
research group. What the researchers showed was that the attitudes employees had toward
management, their work group, and the work itself significantly affected their productivity. The
studies concluded that productivity increased, not as a result of any of their contrived stimuli, but
rather as a result of the absence of any authoritarian supervision and of the interest shown in
employees by the researchers.
In the 1940s, Renis Likert also conducted research into the creation of a productive and desirable
work climate. He observed four approaches to supervision and leadership. The first was an
authoritarian, high pressure approach that demanded very high work standards and obtained
compliance through fear. This approach achieved high productivity over short periods, but low
productivity and high absenteeism over longer periods. The second approach was still
authoritarian but more benevolent. The third approach was a consultative supervisor employee
approach. The fourth approach was group participation in which the supervisor was supportive
and used group methods of supervision, including group decision making. The last three
approaches yielded high productivity, low waste, and low costs, along with low absenteeism and
low employee turnover.
The Hawthorne and Likert studies make it clear that authoritarian-style leadership and
supervision are not the most effective. Authoritarian conduct by the supervisor does not deliver
productivity or create the positive workplace that results in high productivity of quality products
and great guest service. Today's chef supervisor must be a manager who believes that people not
only want to do a good job but also thrive when supported and encouraged to grow.
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