Description and Analysis of the Hawthorne Study Describe how the components of the Hawthorne study are incorporated in current human resource functions?
The Hawthorne study focuses on the components of human relations in which productivity is the not focal point, but ultimately will be reached if the workers are the primary focus and encounter positive and pleasant interactions. According to Baack, (2012), “the researchers altered different factors, most notably the level of lighting, to determine the effects on worker productivity.” (pp. 1.2). The main idea behind the Hawthrone studies is that productivity can be reached is the people are treated fairly and respected for who they are as workers which increases their morale. I have been impacted by the components of this study in my current work setting due to the new manager coming into our department with a positive attitude that was not present before with our previous manager. My current manager is able to relate to how hard it can be to tackle certain situations while dealing with deadlines and certain expectations, so he can definitely sympathize and encourage us with positive feedback and constructive criticism. His motto is always, “A happy worker is a productive worker,” which shows in my management style.
References
Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.
The Hawthorne Studies
The human relations movement in management began in earnest in 1927. Researchers Elton Mayo and Fritz Roethlisberger conducted the Hawthorne Studies, focusing primarily on people rather than solely on productivity. In the studies, The primary findings of the research project were as follows: 1. The subjects responded to positive and pleasant interactions with researchers by increasing productivity rates on the job. 2. Some of the tasks performed by supervisors were eventually assumed by entry-level employees, who also generated higher levels of production, because the workers found the experience to be "fun" and free of anxiety about being disciplined for poor performance. 3. Workers tended to form groups that were cohesive and loyal to one another. Anyone who overproduced became a "Slave" or "Speed King" who was derided and even physically punched in the arm ("binging") by group members. Anyone who failed to do his fair share of work was labeled a "Chiseler" and admonished to keep up with the group.
Mayo and Roethlisberger concluded that workers are motivated by more than money. Social interactions constitute a key part of the organizational experience. Individual attitudes and collective employee morale were significant determinants of productivity levels. The writers suggested company managers should account for human emotions and interactions to achieve higher levels of success (Urwick, 1960; Bedeian, 1986).

Dominant Cultures and Subcultures Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society.
According to Baack (2012), “The dominant culture articulates the core values shared by a majority of an organization's members also known as the personality of the organization. And subculture is a culture that differentiates a subgroup from the larger group to which it belongs, in an organizational context, arises from the common problems, situations, and experiences that a set of members face.” (pp. 2.3) It is important to understand the impact of culture to ensure the well-being of the organization and improve the functions and experiences of workers. The dominant culture of a company is always noticeable when it interacts with the public which identifies the organization as a whole. An example where I demonstrated my awareness or openness to understanding a cultural difference would be when the company that I worked for would conduct business with organizations from abroad. The cultural differences were significant and we were required to adapt accordingly to respect the cultures of those individuals. Those same individuals were aware of the culture of the company as being a respectable and respectful organization that prides itself in diversity. It is pertinent for one to understand diversity in order to adapt accordingly and connect with others respectfully. To embrace diversity, one should educate themselves on the differences and customs of others to ensure they do not offend or minimize such cultures that may be different from what they are accustomed. To be diverse means to be well-rounded and easily accepting change and differences without judging or belittling others. One person’s actions and ability to be diverse can mold the impression of a whole organization’s reputation.

References
Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.