Theories of management could be traced back to the 1800s during the industrial revolution and the period of growth of factories (Bartol, Tein, Matthews, Ritson & Scott-Ladd 2006, p.16 ). The history of the managerial perspective is partly involved in the development of understanding of norms of behavior in the workplace. Indeed, Hawthorne studies have made a great contribution to this. It also changed the focus of the study to management, as opposed to classical management. This essay attempts to demonstrate how the Hawthorne studies help develop understanding of norms of workplace behavior and to uncover researchers' experience of how group relations have influenced job performance. Between 1924 and 1933, a series of Hawthorne studies were conducted by researchers, including Elton Mayo, of the Hawthorne Works which belonged to the Western Electric Company. Scientists attempted to determine the relationship between work environment and productivity through the Hawthorne series of studies. The first series of studies, called The Hawthorne Illumination Tests (HIT), was performed between 1924 and 1927. The aim was precisely to find the optimal lighting for productivity (Sheldrake 1998, p.105). These experiments had two groups, control group (the group with modified lighting) and experimental group. Surprisingly, both of their performances eventually improved, regardless of whether the lighting dimmed or not. According to Sheldrake's (1998, p.108) point of view, the results showed that there is no clear relationship between the intensity of lighting and the production speed. Therefore, researchers realized that there might be something else besides lighting that affects productivity. They doubt whether oversight of researchers would have any effect on this. (, March 2006). After the first experiment, the researchers wanted to identify what other elements might influence productivity, so they began performing the second set of studies (, March 2006). The second was the most famous, conducted between 1927 and 1933 by the Hawthorne Works. As Sheldrake (1998, p.108) argued, six young women, aged between 15 and 28, were chosen to participate in the Relay Assembly Test Room (RATR) experiments. The researchers provided the six women with different working conditions such as salary rules, length of the working day, rest periods, free lunches and then evaluated the results obtained. Through the study, the researchers found that six workers became a team and “productivity generally increased, regardless of how the elements changed” (Bartol, Tein, Matthews, Ritson & Scott-Ladd 2006, p.24). Several years after those experiments, Mayo (1945, cited in Pyöriä 2005) also wrote that the experiment "was responsible for many important discoveries, but the most important discovery of all was undoubtedly in the general area of ​​teamwork and cooperation".’.