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THE BEHAVIORAL SCHOOL: THE ORGANIZATION IS PEOPLE

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BEHAVIORAL SCHOOL
A group of management scholars trained in sociology, psychology and related fields, who use their diverse knowledge to propose more effective ways in which managers interact with their employee. When employee management simulates more and better work, the organization has effective human relations; when morale and efficiency deteriorate its human relations are said to be ineffective.
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HAWTHORNE EFFECT
Employees would work harder if they believed

management was concerned about their welfare and supervisors paid special attention to them.

Informal work groups - the social environment

of employees have a positive influence on productivity.

3/29/12 The concept of social man motivated by

FROM HUMAN RELATIONS TO THE BEHAVIORAL SCIENCE APPROACH

HASLOW Lower level needs must be satisfied before higher level needs can be met MCGREGOR Theory X Manager a traditional view of motivation that holds that work is distasteful to 3/29/12 employees who must be motivated by force,

THE MANAGEMENT SCIENCE SCHOOL

Approaching management problems

through the use of mathematical techniques for their modeling analysis and solution.

Mathematical techniques for the modeling

analysis and solution of management problems. Also called management 3/29/12 science

RECENT DEVELOPMENTS IN MANAGEMENT THEORY

A. THE SYSTEM APPROACH
View of the organization as a unified, directed system of interrelated parts. This approach gives managers a way of looking at the organization as a whole and as a part of the larger, external environment. It tells the activity of any segment of an organizations effects, in varying degrees, the activity of every other 3/29/12 segment.

KEY CONCEPTS
1. Subsystems parts that make up the whole

system.

2. Senergy the situation in which the whole is

greater than its parts. In organizational terms, senergy means that department that interact cooperatively are more productive than they would be if they operated in isolation.
3. Open system a system that interacts with its

environment.

4. Closed system a system that does not interacts

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its environment.

5. System Boundary the boundary that separates

each system from its environment. It is rigid in a closed system, flexible in an open system. and energy that enter and leave a system.

6. Flow components such as information, material 7. Feedback the part of system control in which

the results of actions are returned to the individual, allowing work procedures to be analyzed and corrected.

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B. THE CONTINGENCY APPROACH

The view that the management techniques that best contributes to the attainment of organizational goals might vary in different types of situations or circumstances, also called the situational approach. C. DYNAMIC ENGAGEMENT The view that time and human relationships are forcing management to rethink traditional approaches in the face of 3/29/12 constant rapid change.

6 THEMES
1.

New Organizational Environments the dynamic engagement approach recognizes that an organizations environment is not some set of fixed, impersonal forces. Rather, it is a complex, dynamic web of people interacting with each other.

2.

Ethics and Social Responsibility managers using a dynamic engagement approach pay close attention to values that guide people in their organizations, the corporate culture that embodies those values and the values held by people outside the organization.

3.

Globalization and Management the dynamic engagement approach recognizes that the world is a the managers doorstep in the 1990s. with world financial 3/29/12

4. Inventing

and Reinventing Organizations managers who practice dynamic engagement continually search for ways to unleash the creative potential of their employees and themselves. and Multiculturalism Managers who embraces the dynamic engagement approach recognize that the various perspectives and values that people of different cultural backgrounds bring to their organizations are not only a fact of life but a significant source of contributions.

4. Cultures

4. Quality by the dynamic engagement approach. Total

quality 3/29/12

management

(TQM)

should

be

in

every