The behavioral science approach to management focuses on the psychological and sociological processes (attitude, motivations, group dynamics) that influence employee performance. While the classical approach focuses on the job of workers, the behavioral approach focuses on the workers in these jobs. Workers desisted the formal and impersonal approach of classical writers. Behavioral approach started in 1930. This gave rise to the Behavioral science approach to management. Two branches contributed to the Behavioral approach. Human Relations Movements: The human relations movement refers to the approach to management and worker productivity that takes into account a person’s motivation, satisfaction, and relationship with others in the workplace. The human relations movement grew from the Hawthorne studies. Development of Organisational Behavior: Pioneers of the human relation movement stressed inter-personal relations and neglected the group behavior patterns. This led to the development of field of organisational behavior. It respects a more. Interdisciplinary and multi-dimensional approach Continue reading
Management Principles
Components of Learning Process
Learning is an important psychological process that-determines human behavior. Learning can be defined as “relatively permanent change in behavior that occurs as a result of experience or reinforced practice”. There are four important points in the definition of learning: Learning involves a change in behavior, though this change is not necessarily an improvement over previous behavior. Learning generally has the connotation of improved behavior, but bad habits, prejudices, stereotypes, and work restrictions are also learned. The, behavioral change must be relatively permanent. Any temporary change in behavior is not a part of learning. The behavioral change must be based oh some form of practice or experience. The practice or experience must be reinforced in order so as to facilitate learning to occur. The components of learning process are: drive, cue stimuli, response, reinforcement and retention. Drive: Learning frequently occurs in the presence of drive – any strong stimulus that impels Continue reading
Neoclassical Theories of Organization
The classical organization theories concentrated on discipline and the economic well-being of people. They ignored their morale and desires. Neoclassical organization theories while accepting the merits of classical theories have given more importance to human relations and behavioral sciences. The neoclassical theories of organization modified, added and extended the classical theories by realizing the fact that management exists in a social system wherein human factors have cognizant roles to perform. Employees can play crucial roles in the decision-making process. Approaches of Neoclassical Theories of Organization Human Relations and Behavioral Science have become two important approaches of neoclassical theories. 1. Human Relations Theory The human relations theory was developed by Elton Mayo and his associates from 1924 to 1932 at the Hawthrone plant of Western Electric Company. They experimented in four phases: Illumination experiment, relay assembly test, interviewing programs and the bank wiring observations room experiments. Illumination experiments revealed that Continue reading
The Control Function of Management
Control means, “Some sort of systematic effort to compare current performance to a predetermined plan of objective, presumably in order to take any remedial action required”. This is a very general definition of the term. However, as a management function, it has been defined as “the process by which managers assure that resources are obtained and used effectively and efficiently in the accomplishment of the organization’s goals”. Controlling is tool for achieving organizational goals and activities. Control is management’s planning, implementation, evaluation, and correction of performance to ensure that the organization meets its objectives in the short, medium and long terms. According to Henry Fayol, ‘Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order Continue reading
Employee Selection Process
There is no hard and fast rule regarding the steps involved in the process of selection. The number of selection steps depends upon many factors like the size of the organization, level of job, nature of job, philosophy of management, availability of time, number of applicants, etc. Some organizations follow a long chain of steps, eliminating unsuitable candidates at every step, finally left with the candidates who are to be employed on the other hand, some organizations select their employees just in one go through ‘Walk-in-interviews’. Large organizations, usually consider the following steps in the employee selection process: 1. Application Blank An application blank is a columnar Performa which constrains information like address, physical characteristics, educational qualifications, experience, necessary personal information, references, etc. On the basis of information collected from the application blank, should be simple and should not contain unnecessary questions. 2. Preliminary Interview This interview is a brief Continue reading
Perception in Organizations
Perception in Organizational Behavior Perception is an important mediating cognitive process. Through this complex process, people make interpretations of the stimulus or situation they are faced with. Both selectivity and organization go into perceptual, interpretations. Externally, selectivity is affected by intensity, size, contrast, repetition, motion and novelty and familiarity. Internally, perceptual selectivity is influenced by the individual’s motivation, learning and personality. After the selective process filters the stimulus situation, the incoming information is organized into a meaningful whole. Individual differences and uniqueness are largely the result of the cognitive processes. Although there are a number of cognitive processes, it is generally recognized that the perceptual process is a very important one. It is a process that takes place between the situation and the behavior and is most relevant to the study of organizational behavior. For example, the observation that a department head and a subordinate may react quite differently to Continue reading