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What Conrad & Poole (1998) refer to as a relative strategy of organizing is more commonly called the kind transaction move up or humankind relations school of wariness by organizational theorists. This human relations advance can be seen as being or so entirely antithetical to the principles of classical management theory. Where classical management centre on the rationalization of work routines, human relations approaches stressed the alteration 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 seek 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 cordial climate in which labor and management were viewed as fundamentally opposed to unrivaled another, and collectivism was seen as a really real and immediat e danger to the social order the otion of class struggle propounded by Marxist theorists was taken very seriously.By focusing on the extent to which workers and managers shared economic interests in the victor 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 late 1930s) was made possible by the slightly 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 period 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 ratifier to productivity, and so seeks to improve productivity by modifying the work environment to attach morale and develop a more skilled and capable worker.