One of the main challenges presented by Henry Mintzberg in traditional management is for managers to be able to control their time. Since managers have many roles, they must be able to manage their time. For example, a manager could free up time for more important tasks by delegating other tasks to different employees. A manager is also “challenged to take control of his time by turning his obligations into benefits and turning the things he wants to do into obligations” (Mintzberg 1990). Mintzberg shows that managers have many obligations, and these obligations can lead to either failure or success. For example, if a manager tries to complete every task and obligation without delegating it to other employees, there will be many failures. Likewise, if a manager does not attempt to use numerous means to create benefits, such as a meeting, that manager is already heading toward failure. Another major challenge presented by Mintzberg is that managers have many more roles than the traditional view. It describes roles as figureheads, leaders, liaisons, monitors, disseminators, spokespersons, entrepreneurs, disruption managers, resource allocators, and negotiators (Mintzberg 1990). These roles show that management is much more than simply planning, organizing, directing and controlling, as the traditional view does not consider interpersonal or informational roles. For example, in the traditional view, a manager might set a goal or plan, implement it, and direct and control how employees achieve the goals. In this scenario, the manager is not attempting to obtain information that could benefit the company. This information can be interpersonal, such as the reasons in the middle of paper......why adapting to individual needs increased productivity. Gray was skeptical of these results because Hawthorne's experiment was carried out under the influence of scientific direction; therefore, many variables of the lighting experience were subject to strict management regulations and controls. Another reason why Gray was skeptical was that he did not believe that Taylor was ignorant of and uninterested in informal organizing (Grey 2009). He believed that Taylor was fully aware of the consequences of informal organization and was attempting to create a solution through the implementation of scientific management. Gray adds that human relations theory is a direct response to the limitations and failures of scientific management, giving the idea that Taylor's attempt to correct and control the consequences of informal organization failed..