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Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
Behavioural theory
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Behavioural theory

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Behavioural Theory- Organisation behaviour

Behavioural Theory- Organisation behaviour

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  • 1. uts
  • 2. “ THE BEHAVIOURAL THEORY IS A PERSPECTIVE ON MANAGEMENT THAT EMPHASISES THE IMPORTANCE OF ATTEMPTING TO UNDERSTAND THE VARIOUS FACTORS THAT AFFECT HUMAN BEHAVIOUR IN ORGANISATIONS”. THE EMPLOYEES BEHAVIOR WAS NOT AFFECTED BY JOB CONDITIONS ALONE, THERE WERE INTERNAL REACTIONS TO THE JOB SITUATION ALSO THAT AFFECT THEIR BEHAVIOUR. uts
  • 3.
    • HUMAN RELATION THEORY
    • BEHAVIOURAL SCIENCE THEORY
    uts
  • 4. HUMAN RELATIONS REFER TO THE WAY IN WHICH MANAGERS INTERACT WITH THEIR SUBORDINATES. WHEN THE FOCUS OF MANAGEMENT IS HUMAN BEINGS AND HUMAN RELATIONS, THE MORALE OF WORKERS GOES UP AND IS POSITIVELY REFLECTED IN INCREASED PRODUCTIVITY AND EFFICIENCY OF THE ORGANISATION. uts
  • 5.
    • ELTON MAYO IS REGARDED AS THE FATHER OF HUMAN RELATION APPROACH. HE CONDUCTED A SERIES OF EXPERIMENT AT THE HAWTHORNE PLANT OF THE WESTERN ELECTRIC COMPANY TO STUDY THE IMPACT OF ILLUMINATION AND OTHER WORKING CONDITIONS ON THE PRODUCTIVITY OF WORKERS. THIS IS KNOWN AS HAWTHORNE STUDIES.
    • IT IS DIVIDED INTO THREE GROUPS
    • TEST ROOM STUDIES
    • ILLUMINATION EXPERIMENT
    • RELAY ASSEMBLY ROOM EXPERIMENT
    • INTERVIEWING STUDIES
    • OBSERVATION STUDIES
    uts
  • 6. THESE STUDIES WERE CONDUCTED BY THE WESTERN ELECTRIC RESEARCHERS TO STUDY THROUGH EXPERIMENT THE IMPACT OF A SINGLE VARIABLE ON THE WORKERS PRODUCTIVITY. 1. ILLUMINATION EXPERIMENT TO STUDY THE EFFECT OF LIGHTING ON THE WORKERS PRODUCTIVITY. DIVIDED THE WORKERS INTO TWO GROUPS GROUP -1 :- LIGHTING CONDITION IMPROVED AND THE PRODUCTIVITY WENT UP . GROUP-2 :- LIGHTING CONDITION REMAINED CONSTANT AND THE PRODUCTIVITY INCREASED. uts
  • 7. GROUP OF SIX GIRLS WAS CHOSEN AND ASKED TO WORK IN A TEST ROOM. CHANGES IN WORKING CONDITIONS WAS TRIED ON THEM , THIS HAD A POSITIVE IMPACT ON PRODUCTIVITY. BUT EVEN AFTER WITHDRAWING THESE CONDITIONS THE PRODUCTIVITY DID NOT GO DOWN. HAWTHORNE EFFECT MOTIVATION, LEADERSHIP AND COMMUNICATION PLAY A MORE IMPORTANT ROLE ON HUMAN BEHAVIOUR THAN THE GENERAL PRINCIPLES OF MANAGEMENT OR EVEN THE FINANCIAL INCENTIVES. uts
  • 8. WORKERS WERE INTERVIEWED TO FIND OUT THEIR ATTITUDE TOWARDS THEIR SUPERIORS, JOB AND JOB CONDITIONS.THIS HELPED TO INCREASE THE MORALE OF WORKERS AND THEY VOICED THEIR PROBLEMS AND GRIEVANCES OPENLY TO THEIR MANAGERS . uts
  • 9.
    • THESE STUDIES COMPRISED OF THE BANK WIRING OBSERVATION ROOM EXPERIMENT.A GOUP OF 14 WORKERS WAS SELECTED AND NO CHANGES WERE MADE IN THEIR WORKING CONDITIONS.BUT THE GROUP MEMBERS THEMSELVES LAID THEIR STANDARD OUTPUT THAT THEY WOULD ACHIEVE IN A DAY.THIS IS BECAUSE OF THE SOCIAL PRESSURES CREATED BY GROUP MEMBERS.
    • THE EXPERIMENT CONCLUDED THAT :
    • INFORMAL AND SOCIAL GROUPS WERE AN IMPORTANT COMPLEMENT TO THE FORMAL GROUPS.
    • SOCIAL PRESSURE WERE MORE IMPORTANT THAN THE FINANCIAL INCENTIVES THAT MOTIVATED THE WORKERS TO WORK IN AGIVEN DIRECTION.
    uts
  • 10.
    • THERE IS NO DIRECT RELATIONSHIP BETWEEN WORKER PRODUCTIVITY AND PHYSICAL FACTORS .
    • WORKER IS NOT A RATIONAL MAN BUT IS A SOCIAL MAN.
    • INFORMAL GROUPS ARE IMPORTANT AS FORMAL GROUPS IN INFLUENCING THE HUMAN BEHAVIOUR.
    • WORK IS CONSIDERED AS A GROUP ACTIVITY AND NOT AS AN OPERATION PERFORMED BY AN INDIVIDUAL WORKER.
    • THE HUMAN SOCIAL AND SOCIAL FACTORS RESULT IN THE OVERALL GROWTH AND DEVELOPMENT OF THE HUMAN RESOURCE.
    • NON FINANCIAL INCENTIVES ARE MORE IMPORTANT THAN FINANCIAL INCENTIVES IN DETERMINING THE ATTITUDE OF WORKERS TOWARDS THEIR SUPERIORS AND JOB RELATED TASK.
    uts
  • 11.
    • IT CREATED AN IMPACT ON THE ORGANISTION’S EFFICIENCY BY FOCUSING ON THE FACT THAT SOCIAL NEEDS OF THE WORKERS WERE MORE IMPORTANT THAN OTHER NEEDS AND THAT THE FULFILMENT OF THESE NEEDS WAS REFLECTED IN INCREASED OUTPUT.
    • THE WORKWRS ARE SEEN AS A PART OF THE WHOLE GROUP WHERE INFORMAL COMMUNICATION AND LEADERSHIP PROVES TO BE MORE EFFECTIVE THAN THE FORMAL ONE.
    • THE MANAGERS CAN GET BETTER RESULT BY FOLLOWING A CHANGE IN THEIR MANAGEMENT STYLE.
    • FINANCIAL INCENTIVES ARE NOT ALWAYS AS REWARDING AS THE NON FINANCIAL INCENTIVES IN AFFECTING THE HUMAN BEHAVIOUR.
    uts
  • 12.
    • THE DESIGN OF THE THEORY.
    • THE ANALYSIS OF THE THEORY.
    • THE INTERPRETATION OF THE THEORY.
    • THE HUMAN RELATIONS PHILOSOPHY.
    • THE SCIENTIFIC METHOD AND HUMAN RELATIONS APPROACH.
    uts

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