1. CAN MANAGEMENT LOOK
THE OTHER WAY?
Presented by-
Prashant Singh
Sambyal
Sumer singh
Sudarshan thaper
Akash raj
Harinder singh

2. HUMANISTIC PERSPECTIVE
Two early advocates Mary Park Follett and Chester Barnard.
To understand human behaviour, needs, wants and attitudes.
Contributions of M.P. Follett -
* importance of common goals for reducing conflicts in organisations.
* contrast to scientific management: importance of people rather than
engineering techniques.
* facilitating employees rather than controlling them.

3. CONTINUED…..
Contributions of Chester Barnard-
* informal organization: organizations are not machines informal relationships
are powerful forces that can help organization if properly managed.
* acceptance theory of authority: states people have free will and can choose to
follow management orders.

4. HUMAN RELATIONS MOVEMENT
 Effective control comes within the employee, rather from strict control.
 Hawthorne studies played a great role in this movement.
 Human relation paid key variable in increasing performance.
 Workers performed better when managers treated them positively.

5. HUMAN RESOURCES PERSPECTIVE
 Increase workers participation.
 Combine motivation with job design.
 Allows workers to utilize full potential.
 two main contributors are-
* Abraham Maslow
* Douglas McGregor

6. MASLOW'S HIERARCHY OF NEEDS
Maslow‟s hierarchy suggests that human needs can be classified into five categories and
that these categories can be arranged in a hierarchy of importance.
A manager should understand that an employee may not be satisfied with only a salary
and benefits; he or she may also need challenging job opportunities to experience self-
growth and satisfaction.

7. CONTINUED...
The five needs are as follows -

8. PSYCHOLOGICAL NEEDS
Things like food, sex, and air, which represent basic issues of survival and biological
function. In organizations, these needs are generally satisfied by adequate wages and the
work environment itself, which provides restrooms, adequate lighting, comfortable
temperatures, and ventilation.

9. SAFETY NEEDS
These needs can be satisfied in the workplace by job continuity (no layoffs), a grievance
system (to protect against arbitrary supervisory actions), and an adequate insurance and
retirement benefit package (for security against illness and provision of income in later life.

10. SOCIAL NEEDS
They include the need for love and affection and the need to be accepted by one‟s peers.
These needs are satisfied for most people by family and community relationships outside
of work and by friendships on the job. A manager can help satisfy these needs by allowing
social interaction and by making employees feel like part of a team or work group.

11. ESTEEM NEEDS
It comprises of two different sets of needs: the need for a positive self-image and self-
respect, and the need for recognition and respect from others. A manager can help
address these needs by providing a variety of extraordinary symbols of accomplishment,
such as job titles, nice offices, and similar rewards as appropriate. At a more intrinsic level,
the manager can provide challenging job assignments and opportunities for the employee
to feel a sense of accomplishment.

12. SELF-ACTUALIZATION NEEDS
These involve realizing one‟s potential for continued growth and individual development.
needs must be met entirely from within the individual.
A manager can help by promoting a culture wherein self-actualization is possible. For
instance, a manager could give employees a chance to participate in making decisions
about their work and the opportunity to learn new things.

13. MCGREGOR'S THEORY OF X AND Y

14. BEHAVIOURAL SCIENCES APPROACH
 scientific methods + sociology+ psychology+ anthology+ economics.
 organizational development: organizations used behavioural sciences to improve
themselves.
 self managed teams
 management by wandering around.
 corporate culture.

15. SUMMARY OF THE CASE STUDY
The summary of the case study is that the management can‟t afford to loose Mr Jacobs
who is an excellent performer in the company as he has an eye for new products. But at
the same time unethical complaints of other employees have been a major problem. Yet
the management ignores the social conscience and the rights of the employees to be
equally treated at all levels. Now the main question arises is there any “plan c” to solve the
problem???

16. SOLUTION OF THE PROBLEM GIVEN
Case 1: Ignore the problem
Jacobs’s contributions to new product development are too valuable to risk losing him,
and the problems over the past 10 years have always worked themselves out anyway.
No sense starting something that could make you look bad.
Actually the problems didn’t worked themselves rather the
company higher officials just ignored them to gain Mr Jacobs innovative performance on the #
expense of others right.
Even if Mr Jacobs is an eye for a new product development our stand is he is a manager who
gets things done through others, those who are sexually harassed, inappropriately treated by
him and ignored by the CEO and previous Vice presidents are equally important for new
product development. Because if these employees are dis satisfied they will not be able to utilize
there full potential.

17. CONTINUED
Case- 2
The second option says „‟ Launch a full-scale investigation of employee complaints
about Jacobs, and make Jacobs aware that the documented
history over the past 10 years has put him on thin ice.‟‟
As a VP solutions for the problems or any decision that would be
made today must draw a long term positive impact on the organization and must not
be targeted only to Mr Jacobs. Launching a full scale investigation over complaints
for the past 10 years on a Single person may put him in lots of frustration and pressure
may let Mr Jacobs to take a desperate
measure like immediate resignation which the company couldn‟t afford currently. As he is
an asset to the organization.

18. CONTINUED…
Case 3
The third option which says „‟ Meet with Jacobs and the employee to try to resolve
the current issue, then start working with Sally Barton and other senior managers to
develop stronger policies regarding sexual harassment and treatment of employees, including clear-
cut procedures for handling complaints.‟‟
The third option according to us is the most appropriate one as talking with both sides will reduce
the tension for now and give a time for a better working relation ship with in the organization.
We actually believe that the Shelington Pharmaceuticals didn't‟t had a stronger policy
to solve sexual harassment and employee mistreatment in the previous days which made
mangers at different level ineffective in complaint handling and employees had to face the problems. Setting
these rules and regulations would help the organization to avoid such unethical acts, and also to take clear cut
decision on how to treat employees with fairness and impartiality.
Involving other managers like Human resource director would have a good input for these
policies and also for the current VP.
This option is a win win, nothing and nobody to loose option. The company would be able to
retain Mr Jacobs the „‟the eye for new product development‟‟ and the employees who actually do
the job for meeting the organizational goal and provide a stronger tool by which „‟problems would be worked out‟‟.

19. CONCLUSION
From this project we get to learn about the different types of situations which are faced by
an organization on a day to day basis. Here the manager treated the employees very
unethically thus the workers were not able to use their full potential because of stress and
frustration. The VP couldn‟t even take any action on the manager as he is an asset to the
business. Thus the only solution left to him is to solve the problems between the manager
and the employees so that there conflicts may not come in the way of organisational goal.
Thus it is a win win situation where neither the manager is in stress nor the employees
they need to work in sync to achieve the organisational goals.

20. THANK YOU!!!