The document provides an overview of the behavioral school of management thought and its key contributors. It discusses several important forerunners such as Mary Parker Follett, Elton Mayo, Abraham Maslow, Douglas McGregor, and Frederick Herzberg. It summarizes their major works and contributions, including Follett's concepts of group principle and integration, Mayo's Hawthorne Studies, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, and Herzberg's two-factor theory. The document also covers several theories of motivation developed by researchers such as Vroom, McClelland, Adams, Locke, and Adlerfer. It analyzes concepts from the Ohio and Michigan studies on leadership styles

1. Group:
Forerunners
Section-A, 10th Batch
Presentation on:
Evolution of Management
Practices

2. OurTopic:
Category-4: Behavioral School of Management
Thoughts

3. Oliver Sheldon
Book: The Philosophy of
Management
Emphasized on Human
Behavior through the
concept ‘men are first’
Mary Parker Follett
Discussed ‘The Group
Principle’
Added the words
‘togetherness’
And ‘group thinking’
Chester I. Barnard
Book: ‘The Functions of the
Executive’
Viewed organization as a
system of interactions
Elton Mayo
Introduced Human
Relations Approach
Book: ‘The Human
Problems of an Industrial
Civilization’
Contributors and Contribution
Forerunn

4. Hugo Munsterberg
Father of Industrial
Psychology Book:
Psychology and Industrial
Efficiency
Abraham Maslow
Paper: ATheory of Human
Motivation-1943
Developed Hierarchy of
Needs theory
Douglas McGregor
Book:The Human Side of
Enterprise
’ DevelopedTheory-X and
Theory-Y
Frederick Herzberg
Publication: One More
Time, How DoYou
Motivate Employees?
DevelopedTwo Factor
theory of motivation’
Contributors and Contribution
Forerunn

5. Vector Vroom
Article: ‘Towards a
Stochastic Model of
Managerial Careers’-1968
Developed Expectancy
Theory
David McClelland
Survey: A Review of
General Psychology-2002
Developed Needs for
AchievementTheory
Clayton Alderfer
Further developed
Maslow’s Need Hierarchy
Theory and introduced
ERGTheory
John Stacey Adams
Developed EquityTheory
of motivation
Contributors and Contribution
Forerunn

6. Edwin A. Locke
Article:Toward aTheory of
Task Motivation and
Incentives-1968
Introduce Goal setting
theory
Dr. Robert R. Blake
Developed the
ManagerialGrid model
in 1954
Jane Srygley Mouton
Developed the
ManagerialGrid model
along with Blake
Renis Likert
Created the Likert scale,
and founded the Institute
for Social Research at the
University of Michigan
Contributors and Contribution
Forerunn

7. 1 2 3 4
Illumination
Experiment
Mass
Interviewing
Program
Bank Wiring
Observation
Room
experiment
Relay
AssemblyTest
Room
Experiment
Designed to
determine the effect
change in job
conditions
Was performed
determine employee’s
attitudes toward
company, supervisor,
promotion, wages and
the reason behind
increased productivity
Was performed to find
out the impact of
small group on
individuals
Was performed to find
out the different
illumination on
productivity of
workers
Howthorne Studies: Evolution of Human Relations
Approach-Elton Mayo

8. Illumination
Experiment
Mass
Interviewing
Program
Bank Wiring
Observation
Room
experiment
Relay
AssemblyTest
Room
Experiment
1 2 3 4
Workers are more
responsive to the
social force of peer
group than to the
control and incentive
of management
Social relationship has
a great effect on
production than
working condition
Position and status of
workers in the
company influence his
hours of work and
wages
Human factor is more
important in
determining
productivity
Howthorne Studies: Evolution of Human Relations
Approach-Elton Mayo

9. Forerunn
Behavioral concepts of Mary Parker
Follett
1
Group Principle
2
Conflicts in
Organization
3
Order
Groups can
achieve more
than individuals
Ways of solving
conflicts are
Domination,
Compromise,
Integration
Giving an order
requires an
understanding on
human attitudes

10. Forerunn
Behavioral concepts of Mary Parker
Follett
4
Power
5
Authority
6
Control
We can create the
situation for
development of
power by
increasing
knowledge or
capability or ability
Authority should
not be the basis
of organization
rather function
should be the
basis of
organization
Without control
there can never
be an
achievement of
an organization
goal

11. 1
Lower
Order
Needs
2
Higher
Order
Needs
air, water and
food
1
job security,
protection
2
affection,
belongingness
3
self-respect,
autonomy
4
growth, self-
fulfillment
5
Hierarchy of Needs-
Abraham Maslow
Forerunn

12. Theory X and Theory Y-
Douglas McGregor
Forerunn
Theory X:
1. People do not like to work and
try to avoid it
2. People do not like work, so
managers have to control, direct,
coerce, and threaten employees
to get them work towards
organizational goals
3. People prefer to be directed, to
avoid responsibility, and to want
security; they have little
ambition
Theory Y:
1. People do not naturally dislike work;
work is a natural part of their lives
2. People are internally motivated to
reach objectives to which they are
committed
3. People are committed to goals to
the degree that they receive
personal rewards when they reach
their objectives
4. People will both seek and accept
responsibility under favorable
conditions
5. People have the capacity to be
innovative in solving organizational
problems

13. Two Factor Theory – Frederick
Herzberg
Forerunn
1
Hygienic
Factors
2
Motivating
Factors
-Pay
Security
-
-
Workin
g
condition
s
Relationships-
with others
-
Superviso
n
Dissatisfaction-
No
-
Dissatisfaction
-
Opportun
ity
Growth-
-
Responsibil
ity
Recognition-
-
Achievem
ent
Satisfaction-
No
-Satisfaction

14. Theory of Needs- McClelland
Forerunn
1
Need for
Achievement
2
Need for Power
3
Need for
Affiliationis the drive to
excel, to
achieve in
relationship to
a set of
standards
is the need to
make others
behave in a
way they
would not have
otherwise
is the desire
for friendly
and close
interpersonal
relationships
Case Study:
As a high achiever, Patricia Woertz is motivated by work that
demands a high degree of personal responsibility. Today, she is
the CEO, president, and chair of Archer Daniels Midland, an
agricultural food processing business. She started her career as a
certified public accountant but was attracted to the complexity
and opportunity of global energy. For the next 30 years she
worked for Gulf Oil and Chevron in refining, marketing, strategic
planning, and finance positions. Since joining ADM, Woertz
continues to shift company resources toward fuel production in a
drive to accelerate ADM’s global leadership in bio-energy and
has led the company to record financial results.

15. Equity Theory- John S.
Adams
Forerunn
Employees compare the benefits received, efforts given with other employees or
their own-self in different or same situations. They compare in the following
criteria-
Self-inside1
Self-outside2
Other-inside3
Other-outside4
Employees are motivated when they find balance or equity between their efforts and
benefits received from the organization.

16. Expectancy Theory- Vector
Vroom
Forerunn
Employees will be motivated to exert a high level of effort when they believe it will lead to
a good performance appraisal; that a good appraisal will lead to organizational rewards.
The theory, focuses on three relationships-
1
Effort-Performance
relationship
2
Performance-reward
relationship
3
Reward-Personal goal
relationship
The probability
perceived by
the individual
that exerting a
given amount
of effort will
lead to
performance.
The degree to
which the
individual
believes
performing at
a particular
level will lead
to the
attainment of
a desired
outcome.
The degree to
which
organizational
rewards satisfy
an individual’s
personal goals
or needs and the
attractiveness of
those potential
rewards for the
individual.

17. Expectancy Theory- Vector
VroomEmployees will be motivated to exert a high level of effort when they believe it will lead to
a good performance appraisal; that a good appraisal will lead to organizational rewards.
The theory, focuses on three relationships-
1
Effort-Performance
relationship
2
Performance-reward
relationship
3
Reward-Personal goal
relationship
Case Study:
At Mary Kay Cosmetics, the performance-reward relationship is
strong. The company offers a generous rewards and recognition
program based on the achievement of personal goals set by each
employee. Mary Kay also understands the motivational effects of
differentiating rewards. For some employees, the best reward is the
opportunity to work from home, while other employees are
motivated by the opportunity to win a trip, jewelry, or the use of a
pink Cadillac. In this photo, a Mary Kay sales director explains
career opportunities at a job fair to women interested in joining the
company.
Forerunn

18. SMA
RT
Forerunn
ers
Goal Setting Theory- Edwin
A. Locke-setting goals together to motivate employees. One technique to
implement Goal Setting Theory is Management by Objectives
(MBO) which emphasizes participatively setting goals that are
tangible, verifiable, and measurable. MBO suggests that goals should
be-
S
Specifi
c
M
Measur
able
A
Attaina
ble
R
Realisti
c
T
Realisti
c
Forerunn

19. ERG Theory- Adlerfer
Forerunn
ERG Theory of motivation is updated version of Need Hierarchy Theory of
Abraham Maslow. ERG stands for-
1
Existence Needs
2
Relatedness Needs
3
Growth NeedsThese include
needs for basic
material
necessities. In
short, it
includes an
individual’s
physiological
and physical
safety needs.
Individual’s
need
significant
relationships
(be with
family, peers
or superiors),
love and
belongingness
Need for self-
development,
personal
growth and
advancement
form together
this class of
need.

20. 1 2 3
Ohio Studies Managerial GridMichigan Studies
1. Impoverished Style
2. Product Style
3. Country Club Style
4. Middle of the Road Style
5.Team Management Style
1. People Oriented Leader
2.Task Oriented Leader
1. Job-Centered Leadership
Behavior
2. Employee-Centered Leadership
Behavior
Behavioral Approach to
Leadership

21. 1 3 42
Personality:
OB concepts can be
applied in hiring and
motivating workers
Leadership:
To manage change in
workers behavior, top
management should
have adequate
knowledge about OB
concepts
Job satisfaction and
reward system:
OB concepts can be
applied to ensure job
satisfaction of
workers in the
organization by
fulfillment of needs,
relationship with co-
workers.
Power, authority and
politics:
Can create and
implement different
rules and guidelines
suitable to workers in
the organization
Contemporary concepts-
Organizational Behavior
Forerunn

22. Contemporary concepts- Group
Dynamics
1
Forming
2
Stormin
g 3
Norming
4
Performi
ng
5
Adjourni
ng
Forerunn