important!!!!

1. Difference approaches in behavioral science
The behavioral approach 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. Behavioural approach started in 1930.
This gave rise to the Behavioural approach. Two branches contributed to the Behavioural approach.
Human relations movements: Hawthorne expressed it.
Development of organisationalbehaviour: pioneers of the human relation movement stressed inter-personal relations and neglected the group behaviour patterns. This led to the
development of field of organisationalbehaviour. It respects a more. Interdisciplinary and multi-dimensional approach to worker behaviourorganisationbehaviour involves the
study of the attitudes, behaviour patterns and performance of individuals and group in an organisational setting. It says that:
(a) Man is not a social individual, he is a complex individual.
(b) The role and contribution of organisationbehaviour in workers.
(c) It discussed the psychological variables like motivations, leading etc.
(d) Man is a self-actualizing being.
Classification of human needs by Maslow as under:
Physiological needs: these needs are related to the survival and maintenance of life. These include food, clothing, shelter etc.
Safety needs: these consist of safety against murder, fire, accident, security against unemployment etc.
Social needs: these needs include need for love, affection, belonging or association with family, friends and other social groups.
Ego or esteem needs: these are the needs derived from recognition status, achievement, power, prestige etc.
Self-fulfillment: it is the need to fulfill what a person considers to be his real mission of life.
Maslow is of the opinion that these needs have a hierarchy and are satisfied one by one. When first needs are satisfied then person moves to second and so on.
Contributions of Behavioural science approach:
The behavioural science approach is concerned with the social and psychological aspects of human behaviour in organisation. Many of the conclusions of the Howthorne studies
were reaffirmed by the subsequent research studies, but certain ideas were extended and others highlighted by the behavourial scientists. Some of the important elements of the
behavourial science approach are highlighted below.
Individuals differ in terms of their attitudes, perception and value systems. Therefore, they react differently to the same situation.
People working in an organisation have their needs and goals, which may differ from the organisation’s needs and goals. Management should achieve fusion between
organisational goals and human needs.
Individual behaviour is closely linked with the behaviour of the group to which he belongs. A person may be inclined to resist pressures to change his behaviour as an individual.
But he will readily do so if the group decides to change its behaviour. With work standards laid down by the group, individuals belonging to that group will resist change more
strongly.
Informal leadership, rather than the formal authority of supervisor, is more important for setting and enforcing group standards of performance. As a leader (manger) may be
more effective and acceptable to the subordinates if he adopts the democratic style of leadership. If the subordinates are encouraged to participate in establishing the goals,
there will be positive effect on their attitude towards work. Changes in technology and methods of work, which are often resisted by employees, can be brought about more
easily by involving the employees in planning and designing the jobs.
By nature most people enjoy work and are motivated by self-control and self-development. It is for the managers to identify and provide necessary conditions for the human
potential to be used in the service of the organisation. The manager’s attitude towards human behaviour should be positive.
The behavioural scientists have shown how human beings bring to their task aspects of behaviour, which the effective manager should profitably understand. After all, it is
individuals and groups with which a manager is concerned and while organisational roles are designed to accomplish group purposes, people must fill these roles.
Thus, the behavioural sciences have provided managers with a ore systematic understanding of one of the most critical factors in the process of management—the human
element. Insights evolving from that understanding have been used to design work situations that encourage increased productivity. It has enabled organisations to formulate
programmes to more efficiently train workers and managers, and it has effects in numerous other areas of practical significance.
The Different Approaches and Systems of Management
Students, you should know that relationship between two or more ƒ ! The general popularity today perspective of how to improve
the year 1911, the year Frederick observable facts. of job specialization in service theproductivity of operative
Winslow Taylor‟s ™ ! In the field of management jobs personnel.
Principles of Scientific the role of theory is to provide a as well as on assembly lines ƒ ! General administrative
Management was published, is means of classifying isundoubtedly due to the approach was concerned with
generally considered as the year significant and pertinent economic the overall
in management knowledge. advantages cited over 200 years organization and how to make it
which management scientific ago by Adam Smith. ! In 1832, more effective.
method to the development of Charles Babbage, a ! Scientific Management
knowledge.
¾ MANAGEMENT mathematician and a teacher, Approach
DEVELOPMENT wrote On the • ! Most writers agree that the
™ ! The scientific method involves Different Approaches and origin of the concentrated
the determination of facts Systems of Management Economy of Machinery study of management was the
through observation. After understanding the ƒ and Manufactures, in which he work performed by Frederick
This results in the formulation of importance of theory or the applied his principles to the W. Taylor and his associates
concepts and principles. theoretical approach, let us now workshop. This early work during the scientific
™ ! Concepts are mental images understand the evolution of ƒ introduced the idea of using management movement that
of anything formed by management theory. scientific techniques to improve developed around 1900.
generalization from ƒ ! Prescientific Management Era the • ! Frederic W. Taylor (1865-1915)
particulars. When these ƒ ! Adam Smith in his Wealth of managing process. ƒ ! The • ! Frederic Taylor pioneered
generalizations or hypotheses Nations (1776) introduced the theoretical foundations of scientific management, which
are tested for accuracy and concept of division of labor. management lie in the classical suggested that systematic
appear to be true that is to reflect ƒ ! Smith concluded that division approach to management, investigation could indicate
or explain reality, they are called of labor increased productivity whichsought to formulate rational proper methods, standards and
principles. by principles that would make timings for each operation
™ ! Theory is a systematic increasing each worker‟s skill organizations more efficient. ! The in an organization‟s activities.
grouping of interdependent and dexterity, by saving time that classical approach to • ! The scientific management
concepts and principles, is management consists of two method proposed by Taylor
which give a framework to, or tie normally lost in changing tasks, subcategories: was based on the notion that
together, a significant area of and by the creation and better there was a single “best way”
knowledge. use ƒ ! Scientific management to fulfill a particular job. The
Formally, a theory is a coherent of laborsaving inventions and approach looked at the field responsibility of management
group of assumptions put forth to machinery. from the was to select, train, and help
explain the workers to perform their jobs

2. properly. • ! More importance to method objective should be directed by performance evaluations should
• ! The job of management was rather than skill. only one manager using one be made entirely on the basis of
to plan and control the work. • ! General Administrative plan. For example, the merit.
The responsibility of workers Approach personnel department in a 4. ! Weber recognized that this
wassimply to accept the new • ! Henri Fayol (1841-1925) company should not have two ideal bureaucracy did not exist
methods and perform • ! Henri Fayol was a French directors, each with a different in reality. He used it
accordingly. industrialist who put forward hiring policy. as a basis for theorizing about
• ! The practical application of who put forward and popularized 6. Subordination of Individual work and the way work could be
this approach was to break the concept of the Interest to the Common Good. In done in large
each job down into its smallest „universality of management any undertaking, the groups. His theory became the
and simplest component principles‟, the idea that all interests of employees should not design prototype for many of
parts or „motions‟: each single organizations could bestructured take precedence over the today‟s large
motion in effect became a and managed according to interests of the organization organizations.
separatespecialized„job‟ to be certain rational principles. as a whole. 5. ! Mary Parker Follett (1868-
allocated to a separate • ! Fayol divided a commercial 7. Remuneration. Compensation 1933)
worker. Workers were selected organization‟s activities into for work done should be fair to 6. ! Follett introduced many new
and trained to perform such the six basic elements of both employees and elements to the classical
jobs in the most efficient way technical, commercial, employers. management approach
possible, eliminating all accounting, financial, security, 8. Centralization. Decreasing the especially in theareas of human
wasted motions or unnecessary and management. Fayol role of subordinates in decision- relations and organizational
physical motion. described the practice of making is structure. The trends
• ! Henry L. Gantt (1861-1919) management as distinct from the centralization; increasing their she initiated were
• ! Henry L. Gantt, a other business activities. role is decentralization. Fayol furtherdeveloped in the then
contemporary and associate of • ! He argued that management believed that managers emerging behavioral and
Taylor, was an activity common to should retain final responsibility, management science
emphasized the psychology of all human undertakings: in but should at the same time give approaches.
the worker and the business, ingovernment, and their subordinates 7. ! Follett recognized that
importance of morale in even in the home. enough authority to do their jobs organizations could be viewed
production. • ! In his most significant work, properly. The problem is to find from the perspective of
• ! Gantt devised a wage General and Industrial the proper degree of individual and group behavior.
payment system, which Management, Fayol discussed 14 centralization in each case. She was convinced that no one
stimulated general principles of 9. The Hierarchy. The line of could become a
foremen and workers to strive for management which he felt could authority in an organization – whole person except as a
improvement in work be applied in any often represented to day by member of a group; human
practices. organizational setting. Several of the neat boxes and lines of the beings grew through their
• ! Gantt also developed a these principles are part organization chart – runs in order relationships with others in
charting system for scheduling of management philosophy of rank from top organizations.
production, the “Gantt chart” today. • BeforeFayol, it was management to the lowest level 8. The manager‟s job was to
that remains the basis for generally believed that of the enterprise. harmonize and coordinate group
modern scheduling techniques. “managers are 10. Order. Materials and people efforts.
• ! Frank and Lillian Gilbreth born, not made.” Fayol insisted, should be in the right place at 9. !· Follett asserted that
(1868-1924 and 1878-1972) • ! however that management the right time. People, in managers and workers should
Frank and Lillian Gilbreth, the was a skill like any other – one particular, should be in the jobs view themselves as partnersas
husband-and-wife team that could be taught once or positions they are most suited part of a common group. She
made their contribution in fatigue the principles of management to. proposed that managers should
and motion studies to were understood. 11. Equity. Managers should be rely more on their
eliminate wasteful hand-and- both friendly and fair to their expertise and knowledgeto lead
body motions. FAYOL‟S 14 PRINCIPLES OF subordinates. subordinates rather than on the
• ! The Gilbreths also MANAGEMENT 12. Stability of Staff. A high formal authority
experimented with the design employee turnover rate of their position. Her approach
1. Division of Labor. The most
and use undermines the efficient stressed the importance of
people specialties, the more
of the proper tools and functioning people rather than
efficiently they can perform
equipment foroptimizing work of an organization. engineering techniques.
their work. This principle is
performance. 13. Initiative. Subordinates should 10. ! Follett addressed issues that
epitomized by the modern
• ! The Gilbreths were among the be given the freedom to are timely today, such as ethics,
assembly line.
first to use motion picture conceive and carry out their power, and how to
2. Authority. Managers must give
films to study hand-and-body plans, even though some lead in a way that encourages
orders so that they can get things
motions. mistakes may results. employees to give their best.
done. While their
• ! The Gilbreths also devised a 14. Esprit de Corps. Promoting 11. ! Chester Barnard (1886-1961)
formalauthority gives them the
classification scheme to label team spirit will give the 12. ! Chester Barnard expressed
right to command, managers
17 basic hand motions, which organization a sense of unity. To his views in his book The
will not always compel
theycalledtherbligs. Fayol, even small factors should Functions of the Executive
obedience unless they have
• ! Contributions of Scientific help to develop the spirit. He (1938).
personal authority (such as
Management: suggested, for example, the use 13. ! Barnard saw organizations
relevant expertise) as well.
• ! Assembly lines concept to of verbal communication instead as social systems that require
3. Discipline. Members in an
produce large quantities faster. of formal, written communication human cooperation. A
organization need to respect the
• ! Initiated the careful study of whenever major part of an organization‟s
rules and agreements that
tasks and jobs. possible. success depended on the
govern the organization. To
• ! Today‟s reengineering ! Max Weber (1864-1920) cooperation of its
Fayol, discipline results from
concept is similar. 1. ! Max Weber, a German employees. He went further to
good leadership at all levels of
• ! Demonstrated importance of sociologist, developed a theory emphasizethe organization as
the organization, fair agreements
compensation for of authority structures the cooperative
(such as provisions for rewarding
performance. and described organizational enterprise of individuals working
superior
• ! Its efficiency techniques are activity on the basis of authority together in groups.
performance), and judiciously
applied to tasks even today. relations. 14. !· One of Barnard‟s significant
enforced penalties for infractions.
• ! Limitations of Scientific 2. ! He described an ideal type of contributions was the informal
4. Unity of Command. Each
Management: organization that he called a organization. The
employee must receive
• ! Regarded workers as bureaucracy, informal organization occurs in
instructions from only one person.
uninformed and ignored their characterized by division of all formal organizations and
Fayol believed that when an
ideas. labor, a clearly defined includes cliques and
employee reported to more than
• ! Dehumanization of workers. hierarchy, detailed rules and naturally occurring social
one manager, conflicts in
• ! More stress on quantity rather regulations, and impersonal groupings.
instructions and confusion of
than quality. relationships. 15. Barnard argued that
authority would result.
• ! Did not appreciate the higher 3. ! Weber also believed that organizations are not machines
5. Unity of Direction. Those
needs of workers. technical competence should be and informal relationships are
operations within the
• ! Did not acknowledge emphasized and that powerful forces that can help the
organization that have the same
differences among individuals. organization if properly
managed.

3. 16. ! Another significant determine what techniques are organizations and the attainment and will contribute to
contribution of Barnard was the most effective for motivating of their goals. Although criticized organizational goals when given
acceptance theory of workers. for the procedures, the opportunity.
authority, which states that 5. ! Much of current knowledge analysis of the findings, and the ! Frederick Herzberg suggested
people have free will and can of selection techniques, conclusions drawn, what is that only higher psychological
choose whether to employee training, job important is that the needs for growth,
follow management orders. design, and motivation is built on Hawthorne studies stimulated an challenge, responsibility, and
People typicallyfollow orders the work of Munsterberg. interest in human factors. self-fulfillment can positively
because they perceive positive 6. ! Elton Mayo (1880-1949) ! Current organizational practices motivate employees to
benefit to themselves, but they 7. ! Scholars generally agree that that owe their roots to the improved performance.
do have achoice. He proposed the Hawthorne studies, Hawthorne studies include Work relationships and
that an undertaken at the Western attitude surveys, employee supervisory style along with pay
enterprise can operate efficiently Electric Company‟s Hawthorne counseling, management and conditions merely ward off
and survive only when the works in Illinois, USA, under the training, participative decision dissatisfaction. Only the job itself
organization‟s goals leadership of making, and teambased could provide lasting satisfaction,
are kept in balance with the aims Elton Mayo, had a dramatic compensation systems. and Herzberg, in
and needs of the individuals impact on management thought ! The Human Resources particular concentrated on ways
working for it. towards “Human Perspective of designing jobs for greater
17. ! Barnard also argued that Relations”. ! The behavioral approach worker satisfaction.
success of an enterprise 8. ! The Hawthorne studies began began with the described above ! Another category within the
depended on maintaining good in 1924 but expanded and in the Hawthorne studies. This behavioral approach
relations with the people and continued through the view is also known as the neo- encompasses the behavioral
institutions with whom the early 1930s, were initially devised human relations perspective. science
organization regularly by Western Electric industrial ! The human resources approach, which relies on the
interacted. By recognizing the engineers to perspective combines scientific method for the study of
organization‟s dependence on examine the effect of different prescriptions for design of job organizational behavior.
investors, suppliers, illumination levels on worker tasks with ! Behavioral science draws from
customers, and other productivity. theories of motivation. In the sociology, psychology,
stakeholders, Barnard introduced 9. ! Control and experimental human resources view, jobs anthropology, economics, and
the idea that managers had groups were established. The should be designed so that other disciplines
to examine the external experimental group was tasks are not perceived as to understand employee
environment and then adjust the presented with different levels of dehumanizing or demeaning but behavior and interaction in an
organization to maintain illumination intensity. The instead allows workers to use organizational setting. This
a state of equilibrium. engineers expected their full potential. approach can be seen in
18. ! The current interest in individual output to be directly ! The best-known contributors to organizations even today when,
building cooperative work related to the intensity of light. the human resources perspective for example, a firm conducts
groups, making business firms However, they are Abraham Maslow, research to determine the best
more socially found that as the light level was Douglas McGregor, and set of tests, interviews, and
19. responsible, and matching increased, in the experimental Frederick Herzberg. employee profiles to use when
organizational strategies to group, productivity ! Abraham Maslow (1908-1970), selecting new employees.
opportunities in the continued to increase in both a practicing psychologist, ! Our current understanding of
environment can be traced to groups. In fact, productivity proposed a hierarchy of five such issues as leadership,
ideas originally proposed by decreased in the experimental needs: physiological, safety, employee motivation,
Barnard. group only after the light intensity social, esteem, and self- personality differences, the
(A)Behavioral Approach had been reduced to that of actualization. In terms of design of jobs and organizations,
1. ! Robert Owen was a moonlight. motivation, organizational cultures,
successful Scottish businessman 10. ! The engineers concluded Maslow argued that each step in high-performance teams,
who was repulsed by the that illumination intensity was not the hierarchy must be satisfied performance appraisals, conflict
harsh practices he found in directly related to before the next level can management, and negotiation
factories in his time. He chided group productivity, but they be activated and that once a techniques are largely due to the
factory owners for could not explain the behavior need was substantially satisfied, contributions of behavioral
treating their equipment better they had witnessed. it no longer motivated scientists.
than their employees. He was ! In 1927, the Western Electric behaviour. ! The behavioral approaches
more than a hundred Engineers asked Harvard ! Douglas McGregor (1906-1964) contributed an important
years ahead of his time when he professor Elton Mayo and his formulated two sets of awareness of the influence of the
argued, in1825, for regulated associates to join the study as assumptions – Theory X and human factor at work on
hours of work for consultants for conducting Theory Y – about human nature. organizational performance and
all, child labor laws, public numerous experiments covering ! Theory X presents an essentially the need to offer job satisfaction
education, company- the redesign of jobs, changes in negative view of people. It toemployees.Most of its theorists
furnishedtools and equipment, the lengths of the workday and assumes that they have attempted to offer guidelines to
and business involvement in workweek, the little ambition dislike work, want enable practicing
community projects. introduction of rest periods, and to avoid responsibility, and need managers to satisfy and motivate
2. ! The behavioral approach individual versus group wage to be closely employees and so, theoretically,
emerged partly because the plans. supervised to work effectively. to obtain the benefits
classical approach did not ! The researchers concluded that ! Theory Y offers a positive view, of improved productivity.
achieve sufficient production employees would work harder if assuming that people can ! However, there is still no proven
efficiency and workplace they believed exercise self-direction, link between job satisfaction and
harmony. There was management was concerned accept responsibility, and motivation, or either
increased interest in helping about their welfare and consider work to be as natural as of these and productivity, or the
managers deal more effectively supervisors paid special attention rest or play. achievement of organizational
with the “people to ! McGregor believed that the goals. For example,
side” of their organizations. them. This phenomenon was classical approach was based employee counseling
3. ! Hugo Munsterberg created subsequently labeled the on Theory X assumptions (prescribed by Mayo) and job
the field of industrial psychology- Hawthorne effect. about workers. He also felt that a enrichment (prescribed by
the scientific study ! Mayo concluded that behavior slightly modified version of Herzberg)
of individuals at work to and sentiments are closely Theory X fit early human relations have both proved at best of
maximize their productivity and related, that group influences ideas. unpredictable benefit to
adjustment. significantly affect individual In other words, human relations organizations applying them in
4. ! In his work, Psychology and behavior, that group standards ideas did not go far enough. practice.
Industrial Efficiency (1913) he establish individual worker ! McGregor proposed Theory Y as
suggested the use of output, and that money is less a a more realistic view of workers
psychologicaltests to improve factor in determining output than for guiding
employee selection, the value of are group standards, management thinking. The point
learning theory in group sentiments, and security. of theory Y is that organizations
the development of training ! These conclusions led to a new can take advantage of
methods, and the study of emphasis on the human factor in the imagination and intellect of
human behavior to the functioning of all their employees. Employees
will exercise self-control