The behavioral science approach studies human behavior in organizations using principles from psychology, sociology, and anthropology. It views organizations from the individual employee perspective rather than just production. The goals are to understand, predict, and influence employee behavior through motivation, leadership, communication, and other means to improve performance. The behavioral approach includes the human relations approach, which focuses on how managers relate to employees, and the behavioral science approach, which gives more value to employee attitudes, behavior, and group dynamics. The contributions of behavioral science are a better understanding of the human element in management and insights to design work situations and training programs that increase productivity and performance. The limitations include the complexity of human behavior and lack of agreement among behavioral scientists.

2. • Overview
• Definition Of Behavioral Science.
• Goals Of Behavioral Science.
• Behavioral Approach In Administration.
• Organizational Approach.
• Branches Of Behavioral Approach In Management.
• Contributions Of Behavioral Science.
• Limitations Of Behavioral Science.

3. (manner of acting)
An action or response of individual or
group to an action or stimulus

4. • It is branch of science that deal primarily with
human action.
• It involve the systematic analysis and
investigation of human behavior through
controlled and naturalistic observation and
discipline scientific experimentation.

5. • It is termed as behavioral sciences approach
because it adopts a multi-dimensional and inter-
disciplinary study of employees behavior applying
principles from behavioral sciences like psychology,
sociology and anthropology.

7. • The objective is not only to study, but
to predict the future behavior of employees.
• Motivation, leadership, communication, group
dynamics and participative management are inbuilt in
this approach, as means of securing better employee
performance and willing release extra energy
towards cointributuion to the accepted goals of the
organization.

8. • Improved usage of teams to achieve organizational
goals.
• Emphasis on training and development of staff
• Use of innovative reward and incentive techniques.

10. • Meaning the study of human behavior at work. In other
work.
• in other works,OB is the study and application of
knowledge about how people as individuals and as
groups behave or act in organization .

11. • "the psychology of management" is the effect of
the mind that is directing work upon that work
which is directed, and the effect of this
undirected and directed work upon the mind of
the worker."

12. • Evolved mainly because the practicing managers
discovered that adopting the ideas of the classical
approach failed to achieve total efficiency and
workplace harmony.
• The classical theorists looked at the organization
from a production perspective, the behavioral
advocates viewed it from the individual’s viewpoint.

13. • The behavioral approach to management
highlighted individual behavior & group
processes, and acknowledged the importance
of behavioral processes at work.

14. The behavioral approach has been
divided into two branches:
1- the Human relations approach
2- the behavioral science approach.

15. • The term human relations means the way in
which managers connect to subordinates.
• In the human relations approach managers
should know why their subordinates behave
as they do and what psychological and social
factors have an impact on them.

16. • Supporters of this approach make an effort
to show how the process and functions of
management are influenced by differences in
individual behavior and the influence of
groups in the office.
• Managers must be competent in human
relations skills along with technical skills.

17. • The Behavioral Science Approach is
actually an extension of the Human
Relations Approach.
• It gave value to attitudes, behavior and
performance of people and groups within
the organisations.

18. • The advocates of the behavioral science
approach consider that humans are much
more complex than the economic man
description of the classical approach and the
social man description of the human
relations approach.
• This approach focuses on the nature of work,
and the degree to which it will satisfy the
human need to show skills and expertise.

19. • Individuals differ in terms of their attitudes,
perception and value systems. Therefore, they
react differently to the same situation.

20. • People working in an organization have their
needs and goals, which may differ from the
organization's needs and goals. Management
should achieve fusion between
organizational goals and human needs.

21. • Individual behavior is closely linked
with the behavior of the group to which
he belongs.

22. • A person may be inclined to resist change his
behavior as an individual. But he will readily
do so if the group decides to change its
behavior. With work standards laid down by
the group, individuals belonging to that
group will resist change more strongly.

23. • 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 organization. -The manager’s attitude
towards human behavior should be positive.

24. 1. the behavioral sciences have provided
managers with a ore systematic
understanding of one of the most critical
factors in the process of management—the
human element.
2. Insights evolving from that understanding
have been used to design work situations that
encourage increased productivity.
3. 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.

25. • Challenges for managers in difficult situations and
the reality that human behavior is complex.
• This complicated the problem for managers
attempting to use insights from the behavioral
sciences that regularly changed when different
behavioral scientists offered distinct alternatives