BEHAVIOURAL APPROACH TO

MANAGEMENT
-AN IDEA PRESENTED BY fLeads
INTRODUCTION
________________________________
- Management is an art and science of managing people, resources
effectively in stipulated time.

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

- Early days management was all about getting things done through
people in a collective manner. By the 20
th
century managers realised that
meeting the emotional and behavioural side of workers is also an
important aspect for efficient output.

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

- 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 towards
their work.
BEHAVIOURAL APPROACH BIRDS EYE VIEW
______________________________________
MOTIVATION BY SELF-CONTROL AND SELF DEVELOPMENT:
- Most people enjoy work and are motivated by self control and self
development. The managers attitude towards human behaviour should be
positive. The managers should know that every average man is ambitious. Every
man 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 the
major contributors to the topic.
CONTRIBUTIORS
___________________________________
- MARY PARKER FOLLETT ON GROUP INFLUENCES

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

-ABRAHAM MASLOW HIERARCHY OF HUMAN NEEDS.

-DOUGLAS MCGREGOR THEORY X AND THEORY Y.

-CHRIS ARGYRIS HUMAN AND ORGANIZATIONAL DEVELOPMENT.
MARY PARKER FOLLETT
________________________________________
- Mary Parker Follett, a social worker and management
consultant, talked about issues like the importance of
people-oriented, group network management through
group interaction and shared power between managers
and employees in business, she was actually pioneering
the notion of Participative Leadership
- Participative leadership involves managers and
employees working together towards common goals like
decision-making and problem-solving. Managers
participate in decisions and support employees with
resources needed to accomplish goals.
-Harmonious blending of the differences of group
members to produce a solution acceptable to all, herald
modern methods of conflict resolution.
ELTON MAYO
___________________________________
- Elton mayo along with F.J Roethlisberger conducted
the famous Hawthorne experiments. The studies
showed that better physical environment or increased
economic benefits alone were not sufficient motivators
in increasing productivity.

- it also suggest that an office or a factory is not only a
work place but also a social environment in which the
employees interact and so gives rise to the concept of
social man. In a nutshell, emphasis on psychological
and social factors increased the productivity.
-Even though Hawthorne experiments have been
criticised because of some major flaws in conducting
the study, they were primarily responsible for
consideration of non-financial incentives in improving
productivity.
ABRAHAM MASLOW
___________________________________
- Works of Abraham Maslow focuses upon the
individual needs of the employees in the
organisation. The organisational effectiveness of its
human resources which could be achieved by
properly taking care of human needs of people in
the organisation.

- His works are more about higher level,
psychological counselling and lower level
physiological support. He also adds that they need
to fall in hierarchy.
- Maslow dramatized to managers that workers have
needs beyond the basic requirement of earning a
living. Being aware of these needs enables manager
to use different methods to motivate workers. This
is important and significant because of the
complexity of human nature.
DOUGLAS MCGREGOR
___________________________________
Douglas McGregor ideas suggest that there are two fundamental approaches in
managing people. Many managers focuses towards theory x, and generally get
poor 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 towards
organizational objectives.
-The average person prefers to be directed to avoid responsibility and is relatively
unambitious, 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 solving
organizational problems is widely, not narrowly, distributed in the population.
-In industry the intellectual potential of the average person is only partly utilized.

CHRIS ARGYRIS
___________________________________
Chris Argyris believed that people normally progress from state of
immaturity and dependence to a state of maturity and independence
along a continuum. According to him mature people are active and not
passive, independent and not dependent and they are self aware and self
controlled. He also believed most organisational structures inhibit
maturity 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 work
environments within the general organisational guidelines.

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

Argyris concluded that it is in the interest of the organisation to give
workers more responsibility and control over their work environment.
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 avoid
slow 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 customers
the second priority.

- They followed the three steps.
1)growing autonomy by inverting the traditional organizational pyramid.
2) encouraging employee passion of n epic scale and
3) 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.
BIBLIOGRAPHY
___________________________________
- Management concepts by S CHAND.

-WIKIPEDIA AND SLIDESHARE.

-FORBES.

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