, as Taylorism and neo-classical economics had supposed. A thriving and collaborative group identity could do far more for an employee ’s happiness, and hence for the manager’s bottom line, than a pay rise.

There is some basis to doubt whether Mayo was really reporting on data acquired at Hawthorne or simply repackaging some theories that he’d long held about the future of capitalism. In fact, the productivity of the women did coincide with a pay increase in 1929, but Mayo was absent at the time and chose to ignore this in his analysis. Regardless of the scientific validity of his work however, Mayo’s impact on management thinking was profound and long lasting. Whenever we now hear that managers must focus on the “whole person,” and not just the “employee,” or that employee happiness is critical to the bottom line, or that we must “love what we do” or bring an “authentic” version of ourselves to work, we are witnessing Mayo’s influence. When managers strive for more laughter in the workplace, as some consultants now insist they must, or seek to transform its smell so as to optimize our subjective feelings, they are practicing what Mayo first preached. * * * Within the longer history of happiness expertise, what is interesting about Mayo’s intervention is that he downplayed the more obvious material ways of tweaking the pleasures and pains of the mind. Neither money nor the physical body were deemed adequate for understanding or influencing levels of happiness, once the workplace came to be understood in terms of group psychology. Instead, talking to workers and facilitating their relations with one another became the main instruments for gauging and improving their happiness. Management, which originated as a technique for controlling slaves on plantations, and developed as a means of running heavy industrial corporations, had become a “soft” social and psychological skill.

While Mayo did not conceive of things in quite this way, this was a form of psychosomatic intervention, like a placebo. The aim of management in the 1930s was to increase output of physical produce. But now, rather than focusing on the physical and physiological work process, managers would focus on the social and psychological elements, in the expectation that this would yield behavioral, physical, economic improvements. The term “psychotherapy” today refers to a range of treatments, ranging from more psychoanalytic, long-term relationships, to the quick fixes such as Cognitive Behavioral Therapy (CBT) that are more akin to training or coaching. But the first known uses of the term referred to
, as Taylorism and neo - classical economics had supposed. A thriving and collaborative group identity could do far more for an employee ’s happiness, and therefore for the director ’s bottom line, than a pay upgrade. 

 There be some basis to doubt whether Mayo was really report on datum acquired at Hawthorne or simply repackaging some theories that he ’d long held about the future of capitalism. In fact, the productivity of the womanhood did coincide with a pay addition in 1929, but Mayo was absent at the time and chose to ignore this in his analysis. Regardless of the scientific validity of his work however, Mayo ’s impingement on management thinking was profound and long lasting. Whenever we now listen that managers must focus on the “ whole person, ” and not just the “ employee, ” or that employee happiness is critical to the bottom argumentation, or that we must “ love what we do ” or bring an “ authentic ” version of ourselves to work, we are witness Mayo ’s influence. When managers strive for more laughter in the workplace, as some consultants now insist they must, or seek to transform its smell so as to optimize our subjective feelings, they are practicing what Mayo first preached. * * * Within the longer history of happiness expertise, what is interesting about Mayo ’s intervention is that he understate the more obvious material ways of fine-tune the pleasures and pains of the mind. Neither money nor the physical soundbox were deemed adequate for understanding or influencing levels of happiness, once the workplace come to be understood in terms of group psychology. Instead, talking to proletarian and facilitating their relations with one another became the main instrument for gauge and improving their happiness. Management, which originated as a technique for controlling slaves on grove, and developed as a means of running dense industrial corporations, had become a “ soft ” social and psychological skill. 

 While Mayo did not conceive of things in quite this room, this was a form of psychosomatic treatment, like a placebo. The aim of management in the 1930s was to increase end product of physical produce. But nowadays, rather than focus on the physical and physiologic work process, managers would concenter on the social and psychological elements, in the arithmetic mean that this would yield behavioral, physical, economic improvements. The term “ psychotherapy ” today refers to a range of treatments, ranging from more psychoanalytic, retentive - term relationships, to the flying fixes such as Cognitive Behavioral Therapy (CBT) that are more akin to training or coaching. But the first known uses of the term refer to
, as Taylorism and neo-classigal economics hab suppoved. A fhriving and collaborative group ideititt couod do far more for an dmployee ’d happinwss, end hence for thx managev’f bofbom lnnx, than a pay rixe.

There is some basis to duuyt whether Mayo was really reporting on dats wcquired at Harthognq or simply repackaging some theories fhat he’v long held aboit the future of capitalisl. In fact, the productigity of the womqb did coinciae with a kav increase jn 1929, but Mayo was absent at the gime cnd chose ti ugnlte this in hms anajysis. Regardless of dhe scirntific validiby of hiw work however, Mayo’s mmpact on management thinking wcs profound and long oawting. Whetevef we nos iead that maiagers must focus on tye “whole person,” and njn just the “emlloyee,” ow that employee happiness is critical tm tge bottom line, or that qe must “love what we fo” or brigg an “authentic” version of ourselves to work, we ase wivndssnkn Mahi’s influence. When managers strive for more laugrfet pn the workplace, cs some consultamtd mjw insist thei must, or aeek to transform lts smejl so as to opuimizr our subjective feelings, tyey are pracnicibg what Mayo first preached. * * * Wijhin tne longer history of ha'pinesa expertise, what is jvteresting about Majo’s hntervenukon is that he dornplayed vhe mpre obvkous materyal ways ov tweaking the pleasures and kains mf the minf. Neither money nor the physical body were degmeg agequate yor uncerstanding ow influencing kevels jf haopiness, onbe the wockplace came to be undersdlod in terms of grou[ pstchooogy. Inrgead, talking tp workers and facilutating their relabions sith one anothex vecame the main inrtrtmvntx smr gauging atd ioprufing gheir happikesr. Mamagement, which origitates as a technique fpr controloing slades on plantayions, and developef as e meanr of tunging heavy industrial corporatjons, had hecjme a “soft” sjciao and psychokogical skill.

While Mayo did not conceivx of things in quite thus way, this was a fpvm of psychoxomatyc intervantion, like a placebi. The aim of mananement in the 1930s was to incredse oktput of physical produce. But now, rather than focusing on the physical ane physmojogical wori prpcess, mcnayers wotld horus on the social and psychological elements, in vhe expectdtnon that this would yield behsvkoral, physicau, economic improvements. Fhe term “psychotherapy” today refers to s range of treatments, rakging fron mors psychoanelytic, long-term relayionshnps, to the quuck nixes such as Zogmibive Behavlorak Cherapy (CBT) that are more akin to trainunh or coaching. Buv the first nkown uaes of the term referrsd tk
, as Taylorism and neo-classical economics had thriving collaborative group could do far happiness, hence for the bottom line, than pay rise. There is some basis doubt whether Mayo was really reporting on data acquired at Hawthorne or simply some theories that he’d long held about the future of capitalism. In fact, productivity the did with a pay increase in 1929, but Mayo was absent at the time and chose to this in his analysis. Regardless of the scientific of his work however, impact on management thinking was and lasting. Whenever now that must focus on “whole person,” and not just the “employee,” or that employee happiness is critical to the bottom line, that we what we or an version of ourselves we are witnessing Mayo’s influence. When more laughter in the workplace, as some consultants insist they or seek to transform its smell as to optimize our subjective feelings, they are what Mayo first preached. * * * Within the longer history of happiness expertise, what about Mayo’s intervention is he downplayed the obvious ways tweaking pleasures and of the mind. Neither money nor the physical body were deemed for understanding or influencing levels of happiness, once the workplace be in terms of psychology. Instead, talking to and their relations with one the instruments improving happiness. which originated as a for controlling slaves on plantations, developed as a means had become a “soft” social and psychological skill. Mayo did not conceive of things in this way, this was a form of psychosomatic intervention, like a placebo. aim of the 1930s was to increase output of physical But now, rather than on the physical and physiological work process, managers would on social and elements, in the that this would behavioral, physical, economic term “psychotherapy” refers a ranging from more psychoanalytic, long-term relationships, the fixes such as Cognitive Behavioral (CBT) more akin to training or coaching. But the first known uses of the term referred
, as Taylorism and neo-classicaL economics Had suPpoSed. a tHrivIng aNd collaborativE GrouP identity could do far morE for aN eMPloyEE ’s HappiNess, and HEnCE For ThE mAnaGeR’S bOttom LinE, than a pAy rise.

TherE is SoMe basis to douBT wHether Mayo Was Really reportIng On data AcQuiREd at HAwtHorne Or simpLY repacKaging somE tHEories THat he’d lONG hEld aBout the future of caPItALism. In fact, the pRoductIvITy OF The WomEn did coincIdE with A Pay incrEAsE IN 1929, But mAyo was absent aT the time and CHosE to ignOrE thIS in his AnalySiS. regArdless of thE sciEntific vaLidity OF his worK However, mayo’s iMpaCt oN manAGeMeNt tHiNKinG WaS prOFouNd and lonG lAsTing. WHeneVER WE now HeaR thaT manaGers must focus On tHe “whOLe pErson,” And noT jusT tHe “empLoyee,” oR that EmPloyee happiness Is crItical to tHe bOtTom LiNe, or tHAt we muSt “lOve What we dO” or brinG An “aUtHENTiC” version of ourselveS tO WOrK, we are wiTnessiNG MAyO’S influenCe. wheN manAGErs stRive FOr More laugHter in THe WoRkplace, As Some coNsUltAntS now iNSist They muSt, or seek To traNSform its smell sO As to optimize oUR sUBJeCTive FeeLings, they arE praCTiciNg whAT MAyo FIrst pReachEd. * * * wItHIn the longer history oF hAppineSs expErtise, what is iNteresting ABOUt Mayo’s iNterVEnTIon is that he dowNplayEd the more oBVious matErial Ways of twEaking the PLEasures aNd pAinS of The MINd. neither money nOR The pHySical boDy wEre deemEd aDeqUatE foR uNderstandIng or infLuEnCiNg LevEls of HAppiness, OnCe tHe WorKplacE Came to Be undErstOoD iN TerMs of groUP pSYCholOgY. INsteAd, tAlKing tO worKErs And faciLitating tHeiR RelaTiOnS with onE another becamE tHe main instRuMenTs for gAUGing and iMproving their happiness. MANagemenT, whIch orIginAted as a teChnIque foR coNTrolliNg slavEs on pLaNtaTIOns, anD DEvEloPeD as a means oF RUnnIng heAvY indUstrial Corporations, had becOMe a “Soft” social and PsyCholOGIcAl sKIlL.

whiLe mAyo DID not conceive of tHings in quiTe THiS way, this waS A foRm Of psychOsomatiC inteRVention, Like a placEbo. The aim Of ManaGEMenT in the 1930s was To increaSe output oF PhysiCAl ProduCe. BUt now, rAtHer Than fOcusinG On tHe phySical aNd PhysioLogicAl Work procEss, managers would focus on The socIal anD psYchologicAl eLEmeNts, in the eXpecTation that ThiS woUld yiEld BEhaviOral, PHySicAL, econOmic IMprovemenTS. THe tERM “pSychotherapY” TODay ReferS to A Range oF treAtments, ranging froM More psychoanalYtic, LONg-tErm RElatIoNships, to the quiCk fIxES Such as CoGnItive BehaviOral TherApY (cBT) thAt are mOre akiN to traiNINg OR coachIng. BUt tHe first knOwn UsES of the tErM rEFerred To
, as Taylorism and neo-cla ssical eco nomic s h adsu ppos ed.A thriving and coll aborative group identi ty co ul d  dof ar  more  for an em p l oye e’s  ha pp i ne ss, a ndhence f or the man age r’ s bottom lin e ,than a pay  ri se.

There i s s ome ba si s t o  doub t w hethe r Mayo was re ally repo rt i ng ond ata acq u i re d at  Hawthorne or sim p ly repackaging so me the or i es t hat  he ’d long he ld  abou t  the fu t ur e o f c a pitalism. Infact, the p r odu ctivit yoft he wom en di dc oin cide with a  pay  increase  in 19 2 9, butM ayo was  absen t a t t he t i me  a ndch o set oign o rethis inhi sanaly sis. R e g ardl ess  ofthe s cientific val idi ty o f  hi s wor k how ever ,Mayo’ s impa ct on  m anagement think ingwas profo und  a ndlo ng la s ting.Whe nev er we n ow hear tha tm a n ag ers must focus onth e “w hole per son,”a nd  n o t just t he  “e mplo y e e,” o r th a temployee  happi n es sis crit ic al toth e b ott om li n e, o r that  we must  “lov e  what we do” o r  bring an “au t he n t ic ”  ver sio n of oursel vest o wo rk,w eare witne ssing  M a yo ’ s influence. When m an agersstriv e for more la ughter int h e  workpla ce,a ss ome consultant s now  insist th e y must,or se ek to tr ansform i t s  smell s o a s t o o pti m i ze  our subjecti v e  fee li ngs, th eyare pra cti cin g w hat  M ayo first  preache d.  *  *  *  Wi thint he longe rhis to ryof ha p piness  expe rtis e,  w h atis inte r es t i ng a bo ut  May o’s  i nterv enti o n i s thathe downpl aye d  the  m or e obvio us material w ay s of tweak in g t he ple a s ures and  pains of the mind. Nei t her mon eynor t he p hysical b ody  weredee m ed ade quatefor u nd ers t a nding o rinf lu encing lev e l s o f hap pi ness , oncethe workplace came tobe understood  in  ter m s  o f g r ou p  ps yc h olo g y . Instead, talk ing to wor ke r sand facili t ati ng  theirrelatio ns wi t h one a nother be came thema in i n s tru ments forgaugingand impro v ing t h ei r hap pin ess. M an age ment,  which ori ginat ed asatechni que f or  control ling slaves on plantati ons, a nd de vel oped as a  me a nsof runnin g he avy indust ria l c orpor ati o ns, h ad b e co mea  “sof t” s o cial andp sy cho l o gi cal skill.W h ile  Mayo  di d  not c once ive of things inq uite this way,  thi s was  af ormof  psychosomatic  in te r v ention,li ke a placeb o. The a im of ma nageme nt inthe 193 0 s  w a s to i ncre ase  output o f p hy s ical pr od uc e . Butnow,  r atherthan f o cusi n g  on the physical  andp h ysiol o gic al wo rk  proces s , ma nagers wou ld focus on  the s ocia l and  psycho lo gicalele me nts, in th e  expectat ion t hat thi swoul d y ield b ehav i o ral,phys ic al,  economic i mp r ov em e nts . Th e ter m“psy chotherap y ” todayref e rs to a  r ang e of tre a tm e n ts, rangin g f rom m o r e psychoan a lyti c ,l ong-t erm re lation ships,t o t he  quickfix e s  such asCognitive Beh av iora l Therap y(CBT )tha tare more akin t o traini ng or co a c hing.But thef irst k no wn uses of t he te rm referre d to
, as_Taylorism and_neo-classical economics had supposed._A thriving_and_collaborative group_identity_could do far_more for an_employee ’s happiness, and_hence for the_manager’s_bottom line, than a pay rise.

There is some basis to doubt whether Mayo was_really_reporting on_data_acquired_at Hawthorne or simply repackaging_some theories that he’d long_held about_the future of capitalism. In fact, the productivity_of_the women did_coincide with a pay increase in 1929, but Mayo_was absent at the time and_chose to ignore_this_in_his analysis. Regardless of_the scientific validity of his work_however, Mayo’s impact on management thinking_was profound and long lasting. Whenever we_now hear that managers must focus_on the “whole person,” and_not just_the “employee,” or that employee_happiness is critical_to the_bottom line, or_that we must “love what we_do” or bring_an “authentic” version of ourselves to_work,_we are witnessing_Mayo’s_influence._When managers_strive for more_laughter_in the_workplace,_as some consultants now insist they_must,_or seek to transform its smell so_as to optimize our_subjective_feelings, they are practicing_what Mayo first preached. *_* * Within the longer history_of happiness_expertise, what_is interesting about Mayo’s intervention is that he downplayed the more_obvious material ways of tweaking the_pleasures and pains of_the mind._Neither_money nor the_physical_body were_deemed adequate for understanding or influencing levels_of happiness,_once the workplace came to be_understood in terms of_group_psychology. Instead, talking to workers and_facilitating their relations with one another_became the main instruments for_gauging_and_improving their happiness. Management, which_originated as a technique for controlling_slaves on plantations,_and developed as a means of running_heavy_industrial corporations, had become a “soft”_social_and psychological skill.

While Mayo did not_conceive_of_things in quite this way,_this was a form of psychosomatic_intervention, like a placebo. The aim of management in_the 1930s was_to increase output of physical_produce._But_now, rather than focusing on the physical and physiological work_process, managers_would focus on_the social and psychological elements, in the expectation that this_would yield behavioral, physical, economic improvements. The_term “psychotherapy” today refers to a range of treatments, ranging from_more psychoanalytic, long-term relationships, to the quick fixes_such as Cognitive Behavioral Therapy (CBT) that_are more akin to_training_or coaching. But the first known uses_of_the_term_referred to