Behavioural Approach to Management

8/12/2019 Behavioural Approach to Management

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BEHAVIOURAL APPROACH TOMANAGEMENT

-AN IDEA PRESENTED BY f eads


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INTRODUCTION

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- Management is an art and science of managing people, resourceseffectively in stipulated time.

- There are different approaches of management. Here we are dealingwith behavioural approach towards management.

- Early days management was all about getting things done throughpeople in a collective manner. By the 20thcentury managers realised thatmeeting the emotional and behavioural side of workers is also an

important aspect for efficient output.

-This presentation talks about the knowledge of human behaviour whichincludes his attitude, pressure, conflicts of cultural environment, etc.and so how it can be used in making people more effective in theorganisation


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BEHAVIOURAL APPROACH BIRDS EYE VIEW___________________________________________

The main concepts of the behavioural approach is outlined as follows.

-INDIVIDUAL BEHAVIOUR:- Individual behaviour is linked with the behaviour of the group which he

belongs, the individuals observe the work standards which are prescribed bythem.

- INFORMAL LEADERSHIP:- Informal leadership rather than formal authority of managers is more

important in enforcing group standards of performance. A manager may be more

effective if he adopts the democratic style of leadership.

- PARTICIPATION:- If the subordinates are encouraged and allowed to participate in

establishing the goals there will be positive effects on their attitude towardstheir work.


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BEHAVIOURAL APPROACH BIRDS EYE VIEW______________________________________

MOTIVATION BY SELF-CONTROL AND SELF DEVELOPMENT:

- Most people enjoy work and are motivated by self control and selfdevelopment. The managers attitude towards human behaviour should bepositive. The managers should know that every average man is ambitious. Everyman likes to work and prefers to assume to know his responsibilities.

INFORMAL ORGANISATION:- Informal organisation inside the firm is also an important part of an

organisation, as it creates a unity among different sectors.

GENERAL SUPERVISION:- People are not in favour of close supervision, they advocate general

supervision which tends to be associated with high productivity.

These are the general inferences we can draw from the topic. Lets go to themajor contributors to the topic.


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CONTRIBUTIORS___________________________________

- MARY PARKER FOLLETT ON GROUP INFLUENCES

- ELTON MAYO HAWTHORNE EXPERIMENTS AND THE IMPACT OF HUMANMOTIVATION ON PRODUCTIVITY.

-ABRAHAM MASLOW HIERARCHY OF HUMAN NEEDS.

-DOUGLAS MCGREGOR THEORY X AND THEORY Y.

-CHRIS ARGYRIS HUMAN AND ORGANIZATIONAL DEVELOPMENT.


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MARY PARKER FOLLETT________________________________________

- Mary Parker Follett, a social worker and management

consultant, talked about issues like the importance ofpeople-oriented, group network management throughgroup interaction and shared power between managersand employees in business, she was actually pioneeringthe notion of Participative Leadership

- Participative leadershipinvolves managers andemployees working together towards common goals likedecision-making and problem-solving. Managersparticipate in decisions and support employees withresources needed to accomplish goals.

-Harmonious blending of the differences of groupmembers to produce a solution acceptable to all, herald

modern methods of conflict resolution.


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ELTON MAYO___________________________________

- Elton mayo along with F.J Roethlisberger conductedthe famous Hawthorneexperiments. The studiesshowed that better physical environment or increasedeconomic benefits alone were not sufficient motivatorsin increasing productivity.

- it also suggest that an office or a factory is not only awork place but also a social environment in which theemployees interact and so gives rise to the concept ofsocial man. In a nutshell, emphasis on psychologicaland social factors increased the productivity.

-Even though Hawthorneexperiments have beencriticised because of some major flaws in conductingthe study, they were primarily responsible forconsideration of non-financial incentives in improvingproductivity.


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ABRAHAM MASLOW___________________________________

- Works of Abraham Maslow focuses upon theindividual needs of the employees in theorganisation. The organisational effectiveness of itshuman resources which could be achieved byproperly taking care of human needs of people inthe organisation.

- His works are more about higher level,psychological counselling and lower levelphysiological support. He also adds that they needto fall in hierarchy.

- Maslow dramatized to managers that workers haveneeds beyond the basic requirement of earning aliving. Being aware of these needs enables managerto use different methods to motivate workers. Thisis important and significant because of thecomplexity of human nature.


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DOUGLAS MCGREGOR___________________________________

Douglas McGregor ideas suggest that there are two fundamental approaches inmanaging people. Many managers focuses towards theory x, and generally getpoor results. Enlightened managers use theory y, which produces better

performance and results, and allows people to grow and develop. It is as follows,THEORY X:

-The average person dislikes work and will avoid it he/she can.

-Therefore most people must be forced with the threat of punishment to work towardsorganizational objectives.

-The average person prefers to be directed to avoid responsibility and is relativelyunambitious, and wants security above all else.

THEORY Y:

-Effort in work is as natural as in play.-People will apply self-control and self-direction in the pursuit of organizational objectives,without external control or the threat of punishment.

-Commitment to objectives is a function of rewards associated with their achievement.

-People usually accept and often seek responsibility.

-The capacity to use a high degree of imagination, ingenuity and creativity in solvingorganizational problems is widely, not narrowly, distributed in the population.

-In industry the intellectual potential of the average person is only partly utilized.


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CHRIS ARGYRIS___________________________________

Chris Argyris believed that people normally progress from state ofimmaturity and dependence to a state of maturity and independencealong a continuum. According to him mature people are active and notpassive, independent and not dependent and they are self aware and selfcontrolled. He also believed most organisational structures inhibitmaturity and healthy personality.In this model organisations are governed by a different set of values,they:

-Give workers access to information so that they can make informed

judgements.

- Allow workers to be innovative in setting up their own workenvironments within the general organisational guidelines.

- Give employees the freedom but do set up a system for monitoring theresult of workers' decisions.

Argyris concluded that it is in the interest of the organisation to giveworkers more responsibility and control over their work environment.


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CONCLUSION- AS A CASE STUDY

___________________________________- It was 2005 when HCL was in a 30% growth realised the impact of its competitor

engulfing 50% percent market share.- HCL new CEO Vineet Nayar knew that the firm needed dramatic change to avoidslow glide path to second tier.

- HCL started with a fundamental assumption that it would make supporting revenue generating employees the first priority of the company culture and make customersthe second priority.

- They followed the three steps.1)growing autonomy by inverting the traditional organizational pyramid.

2) encouraging employee passion of n epic scale and3) unleashing organic creativity and employee innovation

- And the results are,1)company has re-ignited its growth engine,2)individual employee productivity rose from $37000 to $50000,3)employee attrition is down,4) improved customer satisfaction in a long run.


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BIBLIOGRAPHY___________________________________

- Management concepts by S CHAND.

-WIKIPEDIA AND SLIDESHARE.

-FORBES.

-http://www.sourcingfocus.com/uploaded/documents/Forrester_-EFCS.PDF


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Behavioural Approach to Management