By: Anshita Chelawat

By Anshita

The behavioural science approach is also called "Human Resource Approach". It gave importance to attitudes, behaviour and performance of individuals and groups in the organizations. Behavioral science is concerned with the study of human and animal behavior. Scientists in this field looks at individuals and their behavior along with the behavior of societies, groups, and cultures, as well as processes that can contribute to specific behaviors.
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They gave a more complex view of human beings and their needs and motives. For e.g. Abraham Maslow, gave importance to Self-actualization need of human beings. They used scientific methods to study the group behaviour in organizations.

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Organisations are socio-technical systems. The management must integrate both the systems. Work and interpersonal behaviour of people in the organisation is influenced by many factors. Employees are motivated not only by physiological needs but also by social and psychological needs. Different people have different perceptions, attitudes, needs and values. These differences must be found out and recognised by management. In an organisation conflicts are unavoidable. Personal goals and Organisational goals must be joined together.

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Abraham Maslow McGregor X and Y theory Vrooms expectancy theory Fedricks Herzberg two factor theory Chesster Barnard

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Human beings have many needs. Some are lower-level needs like physiological needs, safety and security needs, and social needs, These needs must be satisfied first. The higher level needs are ego needs, and selfactualisation needs. These needs are satisfied after satisfying lower-level needs.

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Different managers have different assumptions about people. This depends on the situation. Managers may have negative assumptions about people. That is, human beings hate to work and therefore, they must be forced, controlled, directed, and threatened with punishment to make them work. (Theory X). Managers may have positive assumptions about people, i.e. people love to work, and that people have self-control and self-direction. (Theory Y).
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There are many factors that influence behaviour and work of people in an organisation. One group of factors is called "hygiene factors". They are salary, working conditions. Supervision, etc. If these factors exist in the organisation then there will be no dissatisfaction. However, these factors will not motivate the workers. The second group of factors is called "motivators". They are recognition, achievement, challenging work, etc. These factors bring satisfaction and motivation.
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People will be motivated to reach a goal, if they believe (i) in the worth of the goal, and (ii) in the steps taken to reach that goal.

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The managers must maintain a system of co-operation in the organisation.

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A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness

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A separate field of study An applied science Interdisciplinary approach Goal oriented Normative science Focus attention on people

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Individual differences: From the day of birth, each person is unique and individual experiences after birth make people even more different

A whole person: When an individual is appointed, his/her alone is not hired, his/her social background, likes and dislikes, prides and prejudices are also hired. A persons family life cannot be separated from his or her work life.
Cause behavior: The behavior is directed towards some one that the employee believes, rightly or wrongly, is in his/her interest. Human dignity: It recognizes that people want to be treated with respect and dignity. Organizations are social systems: From sociology we learn that organizations are social systems; consequently activities therein are governed byBy social and psychological laws 13 Anshita

Mutuality of interest: Mutual interest is represented by the statement that organizations needs people and people also need organizations Holistic concept: When the above 6 fundamentals concepts of OB are placed together, a holistic concept emerges. The concept interprets people-organization relationships in terms of the whole person, whole groups. Need for Management: While describing the nature of OB, we made an observation that the knowledge about the subject would be useful in improving an organizations effectiveness. So to use this knowledge we need Management

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Early Workers

Industrial Revolution

Scientific Management

Human Relation Movement

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The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals

E X H I B I T 13 (contd)

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The study of people in relation to their fellow human beings

E X H I B I T 13 (contd)

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Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another

E X H I B I T 13 (contd)

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Anthropology
The study of societies to learn about human beings and their activities

E X H I B I T 13 (contd)

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It studies the behavior of individuals and groups within a political environment. In includes:
Structuring of conflict
Allocation of power Organization power

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Model
An abstraction of reality A simplified representation of some real-world phenomenon

E X H I B I T 1-6

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Autocratic Collegial Custodial Supportive Social technical

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Employees should be given order and they are bound to follow Either do or penalized Management believes that it know what is right and what is wrong Employee have no power to argue Employees have to be directed and pushed to performance Management thinks and employees do

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Employees are obedient Boss pay minimum wage to employees Employees willing to give minimum performance for their families Higher performance among employees comes only when they are personally liked by boss

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This model arise because employees thought to develop better employee satisfaction and security If employees are provided better quality of life at work they will be free from frustration Employees security is highest priority Facilities like reduced overtime, job transfer, retirement benefits are provided The success of this model depends upon economic resource because in the absence of money, benefits cant be given.

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Neither money nor power but main emphasis on Leadership Leadership means helping employees to grow and develop Workers are not always lazy and inactive in nature. If given chance they will take responsibility and contribute Workers are strongly motivated by status and recognition Participation and involvement (We rather than they)

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Collegial means group of people with common purpose This concept is more useful in research and laboratory work Basic theme is developing team spirit Partnership with employees which make them feel needed, useful and important Manager should be contributor, not boss Feeling of responsibility among employees and self discipline

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Enrichment of total organizational system to utilize talent and energies of employees Balance between human, technical and environmental system Concentrate not only on how input converted into output but how personal and social relationship can be developed for mutual gain by employees and organization Development of new values and thinking Main objective is to design whole work system which serves the need of customer, satisfaction of employees and meet production target
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Employees are resourced and developed through training Organization and jobs are evaluated Assumed that employees should be self controlled and self motivated Tasks are grouped and given multiple task and responsibilities

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Understanding
How strong are they? How do they interrelate?

Prediction
What patterns of behaviour are present?

Controlling
What solutions are possible? Which variables can be influenced?

What is the cause-effect relationship?

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Managing Diversity Changing demographics of workforce Changing employee expectation Technology transformation Globalization CSR and ethical behaviour

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Dimensions of diversity
Age Gender Mental and physical

Religion Income Work experience Communication style

abilities Education Geographic location Work style Family status language

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Xerox: diverse work team are now 30% more productive that conventional plant P&G: productivity raised by 30-40% Motorola KFC

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Prejudice Ethnocentrism (regard ones own group superior) Stereotypes Discrimination Harassment (abusive) Backlash (negative reaction after power)

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Promoting awareness Increasing diversity skills (improving interaction) Cultural diversity Gender diversity Top management commitment

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Environment: Other people Object Events

Person: Heredity Knowledge Attitude & Values Skills & needs Personality

Behaviour: Visible reaction Talking Movements Expression of emotion

Consequenc es: Productivity Conflict Reaction to others Stress etc.

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Factors affecting Individual Behaviour I. Personal factors:

Age Gender Education Abilities Marital status No. of dependents Creativity Emotional intelligence

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Performance dependent on age. Age advances it declines Absenteeism Turnover Adaptability

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Tendency to change job and abstain from work: higher in females

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More understanding Positive attitude

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Ability is an individuals capacity to perform the various tasks in a job. Ability of an individual is made up of two sets of skills: Intellectual abilities Physical abilities

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Intellectual abilities are needed to perform mental activities- for thinking, reasoning and problem solving. These abilities commonly refers to the ability to measured by performance on an intelligence test.

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Dimension Number aptitude Verbal comprehension

Description

Job example

To do speedy and Accountant accurate arithmetic To understand what is Plant manger: following read & relationship of corporate policies words to each other To identify similarities differences virtual Fire investigator: and developing clues

Perceptual speed

Inductive reasoning

To identify logical Market researcher: sequence in a problem forecasting demand and solve them To use logic and assess Supervisor: choosing the implication of an between two different argument suggestions To imagine how an Interior decorator object would look if its position is space were changed To retain and recall
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Deductive reasoning

Spatial visualization

Memory

Salesperson: remembering the names 45 of customer

It is required to do tasks which demands stamina, dexterity, strength and similar characteristics.

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Nina basic Physical Abilities

Strength factors 1. Dynamic strength

2. Trunk strength 3. Static strength 4. Explosive strength Flexibility factors 1. Extent flexibility 2. Dynamic flexibility Other factors 1. Body coordination 2. Balance 3. Stamina To coordinate the simultaneous actions of different parts of the body To maintain equilibrium despite forces pulling off balance To continue maximum effort requiring prolonged 47 By Anshita effort over time To move trunk and back muscle as far as possible To move rapid, repeated flexing movements

To use muscular force repeatedly over time

To use muscular force using particular muscle To use against external factors To expand maximum energy in one or series of explosive acts

Married couples: fewer absences, less turnover and more satisfaction Unmarried: vice versa

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larger the number of children, more absence, among females

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It refers to cognitive activity that results in new and novel way of viewing and solving problem. Creative individuals possess 3 attributes: Background experience: place of birth Personal traits: openness, high energy, independence, autonomy, self confidence Cognitive abilities: power to think intelligently and analytical abitlites
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EI means individuals emotional and social skills Monitoring and shape our emotional response

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II. Organizational systems & resources

Physical facilities Organizational structure and design Leadership Reward system Work related behaviour

III. Psychological Factors

Personality Perception Attitudes Values Learning
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Physical Facilities Lighting Ventilation AC Dcor Space per person

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Departmentation Line of communication Unit of direction

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Supervision Assistance Advice Coaching

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Affects the performance

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Joining Remaining Maintaining Performing Exhibiting

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IV. Environmental factors

Economic Social norms and cultural values Ethics and social responsibility Political

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Employment opportunities Wages Technological change Economic outlook

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Work ethics Need for achievement Beliefs Values Behaviour Effort reward expectation

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