Click to edit Master subtitle style THE BEHAVIORAL SCHOOL: THE ORGANIZATION IS PEOPLE 3/29/12

BEHAVIORAL SCHOOL A group of management scholars trained in sociology, psychology and related fiel ds, who use their diverse knowledge to propose more effective ways in which mana gers interact with their employee. When employee management simulates more and bet ter work, the organization has effective human relations; when morale and effici ency deteriorate its human relations are said to be ineffective. 3/29/12

HAWTHORNE EFFECT Employees would work harder if they believed management was concerned about their welfare and supervisors paid special attent ion 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 solut ion. Mathematical techniques for the modeling analysis and solution of management problems. Also called management 3/29/12 scie nce

RECENT DEVELOPMENTS IN MANAGEMENT THEORY A. THE SYSTEM APPROACH View of the organization as a unified, directed system of interrelated parts. Th is approach gives managers a way of looking at the organization as a whole and a s a part of the larger, external environment. It tells the activity of any segme nt 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 t hat interact cooperatively are more productive than they would be if they operat ed in isolation. 3. Open system a system that interacts with its environment. 4. Closed system a system that does not interacts with 3/29/12 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. 3/29/12

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 circumsta nces, also called the situational approach. C. DYNAMIC ENGAGEMENT The view that time and human relationships are forcing management to rethink traditional appro aches 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 pa y close attention to values that guide people in their organizations, the corpor ate 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 continual ly search for ways to unleash the creative potential of their employees and them selves. and Multiculturalism Managers who embraces the dynamic engagement approa ch recognize that the various perspectives and values that people of different c ultural 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