IndexIntroductionLiterature reviewConclusionManagement theories can be defined as a backbone for the study of management itself. Students and professionals must first understand these theories. Sociology and psychology could also be used in management. This means that managers may seek to understand their employees' behaviors. This would help achieve higher productivity in the company as the manager will have the knowledge of how to solve a certain problem and will understand the employees in every possible way (Donnelly, Gibson & Ivancevich, 1987). In addition to this, in an organization, there may be the use of bonuses and incentives for the purpose of ensuring that the company's employees work harder. In this regard, there is a relationship between employee motivation and performance. Managers of companies should also focus more on the behavior of managers rather than just focusing on the mechanical aspect of their companies. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay IntroductionThe human relations perspective can be defined as a way of managing a business in which employees are seen as social beings who require complex needs and have complex desires and this is opposed to the production units (Gomez & David, 2002) . This perspective emphasizes more the social networks that exist in a company and involves the use of reward as a means of providing motivation in the workplace. The prospect does not use deprivation as a way to provide motivation in the workplace. This perspective was developed in the mid-20th century. The human relations perspective was an extension of the behavioral perspective. Before the behavioral point of view was introduced into management, management was viewed through a classical point of view. This point of view mainly focuses on how it is possible to create greater efficiencies through technical processes without considering more the social aspects of work (Holt, 1990). Furthermore, it was concluded that when attention is paid to employees, there is an increase in productivity. Therefore this point of view can be defined as a more psychological approach to management. In trying to understand management, an individual must examine several theories. These theories are believed to have given birth to management itself. They include; classical, neoclassical and human relations behavioral theories. Other theories include contingency, general administrative and bureaucratic systems. Chaotic theory can also be another management theory (Katharine, Barton & David, 1998). These theories are the foundation of the understanding of management and its study, from the works conducted by Adam Smith in 1766 to the works of Fredrick Winslow Taylor from 1856 to 1915. Adam Smith supported the concept of specialization and this was written in his book “ Wealth of Nations”. On the other hand, Fredrick has been credited for carrying out the first scientific study on the topic of management. This has led him to be nicknamed “the father of scientific management”. There has been a great evolution in management practice since the period in which there were theorists who based their arguments on classical arguments. This was a result of the existence of many factors. These factors include; the advent of technology and tools that become vital tools for the manager in carrying out his functions (Mescon, Albert & Kheduri, 1977). The other factor is that there has been an evolution and there have been changes in the practices performed in theproduction. However, due to these factors, there has been an increase in contemporary approaches. Despite all these changes, managers are still hit with other challenges. They have a problem in improving the productivity in the company. They also lack guidance on how to use their resources to optimize better profitability (Mescon, Courtland & John, 2002). They also have the challenge of achieving the goals set by the company. This explains why, as society evolved, management theorists continued to find ways that could keep pace with the changing times. jobs and institutions, there could be an increase in p[productivity. The first approaches placed more emphasis on the technicality of the works and this was to the detriment of the personal aspects of the work. Furthermore, this aspect was present in the works of some classical theorists including; Frank, Lillian Gilbreth Fredric Taylor, among others. This was not surprising as theories were developed later and the theories developed challenged some of the foundations that existed in the early days. During this period there was also the evolution of two branches. The branches were known as theorists of human behavior and relationships (Maicibi, 2003). To some extent, according to most academics, these two branches belonged to a similar orientation based on the fact that the focus was more on the individual and not on the work he was doing. The human relations approach became known from the 1940s to the early 1950s. This means that managers were more attentive to the roles that individuals played in determining the successes and failures of the organization (Katharine, Barton & David, 1998). Managers then had the ability to make decisions that would allow these individuals to work for the company's profitability. Often, human relations is defined as a general term to describe how managers interact with subordinates. When there is management stimulation and employees have better working conditions, there are good human relationships in the organization. This is because individuals have been given the green light to work flexibly in the company as they have no concerns about the work environment which is already favorable (Donnelly, Gibson & Ivancevich, 1987). Human relations in the institution are negative when there is a reduction in morale and efficiency. In an effort to create good relationships, managers must have the ability to know why employees behave in a certain way. They also know the psychological and social factors that influence them and their operation in the organization. Due to the presence of the human relations approach, the quietest aspect of management was the relationship between supervisors and employees. This is because it focuses and supports the act of training people in the behavioral sciences. Examples of behavioral sciences include social and clinical psychology (Holt, 1990). They are trained in behavioral sciences with the aim of building more collaborative and cooperative relationships between workers and supervisors. There are also two aspects of the human relations approach. They include; leadership style and motivation. Elton Mayo was one of the people who contributed greatly to the human relations approach. His works were performed from 1880 to 1949. He, along with his colleagues at Harvard University, worked together and used scientific methods in their studies. They did this to allow people in the work environment to better understand what they meant (Donnelly, Gibson & Ivancevich, 1987). This has led to more researchers using the social sciences. Examples of social science using include thepsychology, sociology and anthropology. They also used more sophisticated research methods, so they were considered behavioral scientists rather than human relations members of the school. Mayo, together with his associates, invented the introduction of the “social man”. The desire to form good, lasting relationships was the motivating factor. In 1986, Hampton made a summary of Mayo's work. The summary included the fact that the Hawthorne experiment was conducted by Mayo in collaboration with his associates. The experiment took place from 1927 to 1932. Mayo was called into "Western Electric" when there were strange results from other researchers who were carrying out the research. The results were strange because the researchers had divided the employees into test groups. These groups were exposed to variations in lightening even though there was a control group in which lightening was constant throughout the research. When the lightening conditions of the test groups improved, there was an increase in productivity (Katharine, Barton & David, 1998). This went hand in hand with the researchers' expectations they had even before conducting this research. Furthermore, the most surprising thing according to the researchers is that when the lightning was smaller, the jump was similar. In addition to this, what was most surprising was the fact that the control group's output continued to increase as the group's lighting conditions were changed. Mayo ushered in a new era of human relationships in an attempt to solve the puzzle. In another new experiment, two groups of women were placed in separate rooms. This was done by Mayo and his colleagues. Each group had six women. The conditions in one room varied and in the other the conditions did not vary. Different variables were tested and an increase in their salaries occurred (Holt, 1990). Furthermore, coffee breaks of variable duration have been introduced and the duration of the worksheet and the working day has been shortened. The researcher, who in this case was the supervisor, allowed each of the groups to choose rest periods and to make suggestions on changes that would be of great benefit to them. In this case, performance increased in both tests and control rooms. Furthermore, the researchers believed that there could be no chance that production would increase due to the presence of financial incentives. This was because the control group had the same payment schedule (Donnelly, Gibson & Ivancevich, 1987). This led Mayo to the conclusion that the emotional chain reaction was complex and because it was present, productivity increased. Likewise, because the control and test groups were singled out for special attention, a group pride developed which played the role of motivating them in an attempt to improve their work performance. Another factor that led to increased motivation was the supervision that was carried out on them and this supervision was nice. The results of this experiment constituted Mayo's important discovery. His new discovery was that there could be an increase in productivity when workers received special attention from the company's management and this occurred regardless of changes in working conditions (Gomez & David, 2002). This phenomenon was later called the Hawthorne effect. Miss Mary Parker Follet was another contributor to human relations. Follet developed the original definition of management as the act of “getting work done through others.” He felt that managers had a responsibility to motivate their employees in the effort.