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 Theories
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
Theories of Motivation: McGregor’s Theory X and Theory Y
Douglas McGregor who set forth in his book “Human Side of Enterprise” two pairs of assumptions about human beings which he thought were implied by the actions of autocratic and permissive managers. The first set of assumptions is contained in “Theory X” and the second set of assumptions in “Theory Y”. It is important to note that these sets of assumptions were not based on any research, but is intuitive deductions. Theory X: Theory X’ believes that autocratic managers often make the following assumptions about their subordinates. Accordingly, the subordinate in general: Has an inherent dislike for work and will avoid it, if he can; Is lazy and avoids responsibility. Is indifferent to organisational goals; and Prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security above all. According to McGregor, this is a traditional theory of what workers are like and what management must Continue reading
Tuckman’s Team-Building Model
Forming – Storming – Norming – Performing is a model of team development, first proposed by Bruce Tuckman in 1965, who maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. He added a fifth stage, Adjourning, in the 1970s. The Forming Storming Norming Performing theory is an elegant and helpful explanation of team development and behavior. Tuckman’s team-building model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. According to Tuckman, all of the phases are necessary and inevitable. In order for the team to grow they most face up to challenges, problems, find solutions to problems, planning as a team, and Continue reading
Criticism of Scientific Management Theory (Taylorism)
Frederick Winslow Taylor was one of the first theorists to consider management and process improvement as a scientific problem and, as such, is widely considered the father of scientific management. He proposed that a business’s economic efficiency could be improved by simplifying and optimizing work processes, which would, in turn, increase productivity. Taylorism, as a philosophy, was the product of a series of experiments and observations, such as time-motion studies, designed to determine the most effective and efficient way to complete a task. Its fundamental and inter-related principles can be summarized as follows: Using scientific method to challenge habitual working practices and to determine the most efficient way to perform specific work tasks; Matching workers’ capability and motivation to the task requirements and supervising them according to the established rules and procedures; Establishing fair performance levels and develop a pay system that rewards, and therefore encourages, over-achievement; and Appropriate division Continue reading