Traditinal and Contemporary and

Challenges

Behavioral Management Perspective

Behavioral Management
Emphasized individual attitudes and behaviors, and group processes, and
recognized the importance of behavioral processes in the workplace.

Hugo Munsterberg (18631916)

A German psychologist, the father of industrial psychology, who suggested
that psychologists could make valuable contributions to managers in the area of
employee selection and motivation.

Mary Parker Follett (18681933)

Recognized the importance of the role of human behavior in the workplace.

Key Managerial Roles (Munsterberg)

Key
KeyManagement
Management
Roles
Roles

Interpersonal
InterpersonalRoles
Roles

Informational
InformationalRoles
Roles

1.1. Figurehead
Figurehead
2.2. Leader
Leader
3.3. Liaison
Liaison

1.1. Monitor
Monitor
2.2. Disseminator
Disseminator
3.3. Spokesperson
Spokesperson

Decisional
Decisional
Role
Roless
1.1. Entrepreneur
Entrepreneur
2.2. Disturbance
Disturbance
handler
handler
3.3. Negotiator
Negotiator

Behavioral Management Perspective

Human Relations Movement
Grew out of the Hawthorne studies.
Proposed that workers respond primarily to the social context of workplace, including
social conditioning, group norms, and interpersonal dynamics.
A basic assumed of the human relation movement was that the managers concern for
workers would lead to increased worker
satisfaction and improve workers
performance.

Abraham Maslow (1908-1970)

Advanced a theory that employees are motivated by a hierarchy of needs that
they seek to satisfy.

Douglas McGregor (1906-1964)

Proposed Theory X and Theory Y concepts of managerial beliefs about people
and work.

Theory X and Theory Y

Theory X Assumptions
People do not like work and try to avoid it.
People do not like work, so managers have to control, direct, coerce, and threaten
employees to get them to work toward organizational goals.
People prefer to be directed, to avoid responsibility, and to want security; they
have little ambition.

Theory X and Theory Y

Theory Y Assumptions
People do not dislike work; work is a natural part of their lives.
People are internally motivated to reach objectives to which they are committed.
People are committed to goals to the degree that they receive rewards when they
reach their objectives.
People seek both seek and accept responsibility under favorable conditions.
People can be innovative in solving problems.
People are bright, but under most organizational conditions their potentials are
underutilized.

Organizational Behavior
A contemporary field focusing on behavioral perspectives on management.
Draws on psychology, sociology, anthropology, economics, and medicine.

Important topics in organizational behavior research:

Job satisfaction and job stress

Motivation and leadership
Group dynamics and organizational politics
Interpersonal conflict
The structure and design of organizations

Organizational Behavior

A contemporary field focusing on behavioral perspectives on

management.
Draws on psychology, sociology, anthropology, economics, and medicine.
Important topics in organizational behavior research:

Job satisfaction and job stress

Motivation and leadership
Group dynamics and organizational politics
Interpersonal conflict
The structure and design of organizations

Behavioral Management PerspectiveToday

Contributions
Provided important insights into motivation, group dynamics, and other
interpersonal processes.
Focused managerial attention on these critical processes.
Challenged the view that employees are tools and furthered the belief that
employees are valuable resources.

Limitations
Complexity of individuals makes behavior difficult to predict.
Many concepts not put to use because managers are reluctant to adopt them.
Contemporary research findings are not often communicated to practicing

managers in an understandable form.