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Behavioural Management Approaches

Behavioural Management Approaches. Ms. Rammos. Behavioural Management Approaches. Maintain that employees : Seek satisfying social relationships Respond to group pressures Search for personal fulfillment. The Hawthorne Studies and Human Relations.

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Behavioural Management Approaches

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  1. Behavioural Management Approaches Ms. Rammos

  2. Behavioural Management Approaches • Maintain that employees : • Seek satisfying social relationships • Respond to group pressures • Search for personal fulfillment

  3. The Hawthorne Studies and Human Relations • Shifted attention towards social and human concerns as keys to productivity • Identified people’s feelings, attitudes, and relationships with co-workers affect work • Recognized the importance of group influences on individuals • Hawthorne effect people who are singled out for special attention to perform as expected

  4. The Hawthorne Studies and Human Relations • Human relations movement was based on the view that good human relations in the workplace would achieve productivity • This movement evolved as the field of organizational behaviour, the study of individuals and groups in organizations

  5. Maslow’s Theory of Human Needs • Area of human “needs” is the key foundation • Need is a physiological or psychological deficiency that a person wants to satisfy • Theory is based on two underlying principles : • Deficit principle – people act to satisfy unfulfilled needs • Progression principle – a need at any level is only activated when the next-lower level need is satisfied

  6. Maslow’s Hierarchy of human needs Self-actualization needs - Grow and use abilities to fullest and most creative extent Esteem needs - Need for respect, prestige, recognition and self-esteem Social needs - Need for love, affection, sense of belongingness Safety needs - Need for security and protection Physiological needs - Need for biological maintenance; food, water, and Physical

  7. McGregor’s Theory X and Theory Y • Encouraged that managers give more attention to social and self-actualizing needs of people • Asked managers to move away from “Theory X” and move toward “Theory Y”

  8. McGregor’s Theory X and Theory Y • Managers holding Theory X approach their jobs believing that those who work for them generally: • dislike work, lack ambition, are irresponsible, resist change, prefer to be led rather than lead • Managers holding Theory Y approach their jobs believing people: • are willing to work, are capable of self-control, are willing to accept responsibility, are imaginative/creative , and are capable of self-direction

  9. McGregor’s Theory X and Theory Y • Belief is that any manager that holds either set of assumptions creates self-fulfilling prophecies Theory X Theory Y Gives little say over work Allows job involvement Passive, dependant, reluctant employees Responsibility, freedom, creates opportunities to satisfy esteem needs

  10. Argyris’s Theory of Adult Personality • Treat people positively, and as responsible adults, results in highest productivity • Believes in expanding job responsibilities, allow task variety, promote participation and human relations • Belief that employee absenteeism, turnover, low moral are often signs of mismatched manager style and mature adults

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