Robert Owen Essay Example

be an effective manager. He needed to gain the trust of his employees in order to fulfill the five components of management: working with and through others, achieving organizational objectives, balancing effectiveness and efficiency, making the most of limited resources, and coping with the changing environment. Robert Owen faced a range of problems that he believed affected the mill. At that time, the management theory was based on the Classical approach of "rule-of-thumb," which focused on owners' pursuit of achievement and goals. The owners of these factories believed that humans were motivated solely by money. However, Robert Owen, a philanthropist, disagreed with this theory. He believed that an individual's character is shaped by their environment. Robert Owen had plans to change both the internal and external factors at Lanark, but he faced a lack of cooperation from his partners who did not share his beliefs.

Owen believed that the poor conditions at the factory were a result of poverty. When Robert Owen purchased the factory, employees were working 15 hours a day. Owen wanted to reduce the length of the working day for his employees to 10, but his partners opposed this. As a compromise, Robert Owen managed to decrease the hours to 14. Later on, he further reduced the working day to 12 hours.

The factory suffered from poor lighting and ventilation internally, and external conditions were much the same. However, Robert Owen improved the living conditions of his workers by building new houses and improving existing housing. He also introduced sanitation and paved streets, alongside rewards for cleanliness and good behavior. Additionally, he made improvements to factory conditions and introduced cleanliness measures.

To further

enhance living and working conditions, Robert Owen implemented a system of local government where fines were imposed for drunkenness, and silent monitors were used within the factory. The main objective of these "laws" was to align with Owen's moral standards and hopefully influence the workers positively.

Robert Owen implemented "community singing" in order to address the rising lawlessness, despite initial resistance from the workforce. In the early 19th century, education was limited to privileged families as children were often sent to work and support their families. However, Owen believed that education should go beyond the basics of reading, writing, and arithmetic ("3R's"). He saw education as crucial for shaping character and creating a more just society. In 1816, Owen founded Lanark's first school for children aged three to ten years old. This allowed mothers to return to work once their child reached school age. The primary aim of this school was to instill positive habits and attitudes in children because Owen believed that education had the power to solve social issues. Moreover, he planned on constructing more schools not only for educating children but also for hosting concerts and lectures for his workers; however, he faced opposition from his partners. It is important to note that even though the previous factory owner had a somewhat humane approach towards child labor practices, they still employed around 500 children from local poorhouses.

Robert Owen, who refused to employ children under the age of ten and was against physical punishment, faced criticism from landowners for his support of the working class. Upon arriving at Lanark, he used his connections in Glasgow to advocate for educational reform and address the impact

of the industrial revolution on the working class, particularly child labor. Despite facing strong resistance from other mill owners, he managed to pass a watered-down version of child labor laws. Comparatively, Anita Roddick shares similarities with Owen. While Owen had business experience and knowledge of the "rules," he chose to prioritize philanthropy and his own beliefs over conforming to them.

Anita, despite lacking business experience, chose to ignore the 'rules' and encountered opposition and criticism from those in the business community. Similarly, Robert faced similar challenges and held similar views. Both individuals had a compassionate concern for individuals experiencing poverty and dedicated their time and resources towards addressing these issues. Consequently, they both shared an interest in the management theory of Human Relations. Robert implemented changes to improve working conditions, believing it would enhance productivity and profits—a notion later validated by the Hawthorne Studies. Similarly, Anita invested in developing countries to produce goods for her company, thereby improving conditions in those nations. The Human Relations management theory was discovered through Elton Mayo's experiment known as the Hawthorne Studies.

The experiment involved placing workers in various work environments to observe their behavior. Mayo's overall findings indicated that personal and social factors, individual attitude, supervision, and informal groups influence people's work habits. Both Anita and Robert had strong views on this matter and tried to improve the societal situation. Henry Gantt conducted research on the classical approach to management, which originally posited that money was the sole motivator for people, there was only one optimal way to organize work, and it was the manager's responsibility to determine that way. Gantt's investigation led him to believe that the working conditions

have a psychological impact on productivity, which inspired him to create the "Gantt chart."

The chart served as a method of control, allowing managers to estimate task completion time and track the progress of workers on individual charts. Both Robert Owen and Anita Roddick used a similar tool to measure different tasks and time levels. The contingency theory contradicted the classical approach, asserting that companies were influenced by other factors that impacted both the company and its workers. This theory believed that technology, company size, and the environment had an effect on all aspects of the business. Robert Owen dealt with changes in technology and the environment when he acquired the mill in Lanark. Anita also faced similar challenges when her business expanded internationally and experienced changes in the environment. Alongside motivation, Maslow's hierarchy of needs contributed to the development of the human relations theory.

The triangle comprises five levels encompassing physiological, safety, social, esteem, and self-actualisation needs. According to Maslow, individuals must satisfy all needs within their current level before progressing to the next. This theory acknowledges the impact of motivation, morality, interpersonal relations, and communication on an individual's work-related motivations.
In a similar vein, Douglas McGregor proposed the concept of motivation divided into two categories: theory X and theory Y. Theory X posits that individuals dislike work, are solely motivated by monetary rewards, possess limited ambition, and avoid taking responsibility. This perspective aligns with a scientific approach. Conversely, theory Y suggests that individuals are eager to work and willingly assume responsibility to fulfill their higher-level needs.

Robert Owen and Anita employed similar methods to improve the conditions both internally and externally in their respective enterprises. To benefit

from the environment he provided, Robert Owen successfully motivated people to join his company. Similarly, Anita's franchised section of the Body Shop attracted individuals who were eager to join her company, thanks to her effective motivation techniques. This emphasis on motivation plays a crucial role in enticing people to join a company and ensuring their long-term commitment.

Leadership is the process of inspiring and guiding others in a common effort. There are three styles of leadership: authoritarian, democratic, and laissez-faire. In the authoritarian style, decisions are made by the leader. The democratic style involves decisions made after group discussion. In the laissez-faire style, groups operate without leaders.
According to Lewin's research, productivity increased with an authoritarian leader present but declined without one. In contrast, groups operating under a laissez-faire style essentially did nothing. The democratic style of leadership was effective in maintaining good productivity regardless of whether a leader was present or not.
Robert Owen and Anita used a combination of these leadership styles by incorporating both authoritarian and democratic approaches. They had strong views and opinions on their goals and how to achieve them but also valued input from other group members.

Both Robert Owen and Anita Roddick employed a leadership style aimed at influencing others regarding their views and societal issues. Owen utilized this approach with parliament, while Roddick used packaging, shop windows, and lorries to convey their opinions. Both were successful in their endeavors, effectively impacting various matters and influencing others. John Adair explored leadership theory and concluded that three needs must be satisfied to establish a harmonious balance among all members. These needs included individual needs, group needs, and task needs. Owen and Roddick employed

these three needs in their efforts to create a satisfactory solution for both themselves and their workforce. Additionally, they both utilized a combination of high structure and high consideration, striving to strike a productive balance between task completion and maintaining a harmonious group.

Both Robert Owen and Anita Roddick, products of different time eras, shared similar opinions and actively endeavored to address their concerns. Despite being businesspeople, their motivations extended beyond financial gain as they sought to effect change. Robert Owen sought to improve conditions in Lanark, whereas Anita focused on aiding third world countries. Both individuals brought attention to social issues and motivated others towards change. Their efforts aimed to alleviate poverty and promote positive transformations within society.

Despite the differences in time, both of them employed similar management methods to promote change.