The Hawthorne studies have been subjected to much criticism. However, the evolution of many of today's management theories would not have occurred without the experiments conducted by Elton Mayo. This essay will cover the various aspects of management that have been refined through the results of the tests conducted and how improvements have been made to aid the development of organizational behavior. It will also discuss the various studies and show how these theories implement the Hawthorne studies as the foundation and basis of the human relations movement. The critical issues that arise within it will also be explored in depth. In the past, managers viewed workers as machines that could be easily bought and sold. To increase production, workers were subjected to long hours, miserable wages, and undesirable working conditions. The welfare of the workers and their needs were ignored. The beginning of the 20th century brought a change in management and scientific management was introduced. This type of management, initiated by Frederick Winslow Taylor, emphasized that the best way to increase the volume of production was to have workers specialize in specific tasks, just as a particular machine would perform a particular function. His implementation of this theory drew tremendous criticism from the masses arguing that the fundamentals of scientific management were to exploit employees rather than benefit them (Mullins, 2005). The period between 1920 and 1930 saw the introduction of the Hawthorne studies and brought to light radical changes in organizational behavior. The once popular belief that increasing an organization's production was directly related to increasing workers' wages has been disproven. Experiments conducted by Elton Mayo have shown that it is not just economic factors that improve efficiency. In testing, behavioral science, also known as human relations, was a key component to improving organizational outcomes. By conducting the Hawthorne studies, various hypotheses were discovered. A person's work behavior is not easily determined as a cause and effect relationship; however it is determined by a complex set of attributes. The informal groups present in the organization form a social structure that has been preserved through work-related symbols of prestige and power. Change in the organization can be avoided by being more aware of employees' feelings and their participation. The results of the experiments led to the discovery that the workplace is a close-knit social system and not just a production system. Hawthorne's studies also established the evolution of methodology.