Scientific management theory focuses on making work activities more efficient, whereas the Hawthorne studies recognized the effect of worker involvement in decision making on .

Scientific management theory, also known as "Taylorism," is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management.

The steps involved in scientific management theory are:

1. Develop a science for each element of a man's work, which replaces the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the workman.
3. Heartily cooperate with the men so as to ensure all of the work being done is in accordance with the principles of the science that has been developed.
4. There is an almost equal division of the work and the responsibility between the management and the workmen. The management takes over all work for which it is better fitted than the workmen.

On the other hand, the Hawthorne studies were a series of investigations conducted by Elton Mayo and Fritz Roethlisberger in the late 1920s and early 1930s at the Western Electric Hawthorne Works in Chicago. They were designed to find ways to increase worker productivity but ended up highlighting the importance of social factors and worker-manager relationships in the workplace.

The Hawthorne studies recognized the effect of worker involvement in decision making on productivity and job satisfaction. When workers feel that they are part of the decision-making process and that their input is valued, they are more likely to be motivated, committed, and productive. This is often referred to as the "Hawthorne Effect."

In conclusion, while scientific management theory focuses on improving efficiency through systematic and scientific analysis of work processes, the