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What Conrad & Poole (1998) refer to as a relational strategy of organizing is to a greater extent than commonly called the human race relations approach or human relations school of focus by institutional theorists. This human relations approach can be seen as being almost just antithetical to the principles of classical management theory. Where classical management focused on the rationalization of work routines, human relations approaches stressed the accommodation of work routines and individual motional and relational needs as a means of increasing productivity.To a great extent, the human relations approach can be seen as a response to classical management an adjudicate to move away from the inflexibility of classical management approaches. The human relations approach can also be seen as a response to a highly charged and polarized social climate in which push and management were viewed as fundamentally foreign to one another, and communism was seen as a very real and i mmediate danger to the social nightspot the otion of class struggle propounded by Marxist theorists was taken very seriously.By focusing on the extent to which workers and managers divided up economic interests in the success of the organization, the human relations approach can be seen as an attempt to move beyond the class struggle idea. Of course, the human relations approach (which really emerged in the former(a) 1930s) was made possible by the fairly coercive suppression of the most radical organized labor movements.The sidebar describes one such movement, and is provided in order to indicate the social climate extant in the plosive consonant immediately preceding the emergence of the human relations approach. In essence, the human relations approach sees the organization as a cooperative enterprise wherein worker morale is a primary contributor to productivity, and so seeks to improve productivity by modifying the work environment to increase morale and develop a more skille d and capable worker.