management past to present. behavioural management theorists elton mayoabraham maslowdouglas...

ManagementPast to Present

BEHAVIOURAL MANAGEMENT THEORISTS

Elton Mayo

Abraham Maslow

Douglas McGregor

The focus is moving away from Scientific Management &

productivity

The HUMAN SIDEPeople want to be social

& self-fulfilled!

HUMAN RELATIONS THEORIES

Elton MayoHAWTHORNE STUDIES

Who? Elton Mayo

When? During the 1920’s

What did he do? “Hawthorne Studies”

Purpose? Research to study personal productivity…BUT learned something more important!

#1 Illumination Study: Changed factory lighting level

Expectation:

BETTER LIGHT = BETTER PERFORMANCE

Conclusion:

interfering psychological factors

Result:

turned attention to human relations

#2 Assembly Room Study: Chose 6 workers to observe in a

“special” test room

Altered break periods, work-days & work-weeks

Measured the affect of fatigue on their output

Expectation:

FATIGUE = POORER PERFORMANCE

#2 Assembly Room Study: Result:

No direct relationship between changes in physical working conditions & output

PRODUCTIVITY INCREASED!

Conclusion:

The positive “SOCIAL SETTING” increased productivity

GROUPATMOSPHERE

PARTICIPATIVESUPERVISION

#3 Wiring Room Study: Study focused on the “work group”

Result:

Groups can have a

POSITIVE or NEGATIVE

influence on

INDIVIDUAL PRODUCTIVITY

IMPO

RTAN

CE!

Shifts management’s attention away from

scientific management toward social & human

concerns as keys to productivity.

Haw

thor

ne E

ffect

By showing employees that you are concerned about

them will usually motivate them to do a

better job

HUMAN RELATIONS THEORIES

Douglas McGregorTHEORY X & THEORY Y

XTHEORY DISLIKE WORK

LACK AMBITION

IRRESPONSIBLE

RESIST CHANGE

WANT TO BE “LEAD”

YTHEORY

WILLING TO WORK

CAPABLE OF SELF-CONTROL

ACCEPT RESPONSIBILITY

IMAGINATIVE

CREATIVE

SELF-DIRECTED

HUMAN RELATIONS THEORIES

Abraham MaslowPYRAMID OF NEEDS

Self-Actualization

Esteem

Belonging / Social

Safety Needs

Biological & Physiological

MASLOW’S PYRAMID OF NEEDS

Personal Growth & Fulfillment

Achievement, Status,

Responsibility, Reputation

Family, Affection, Relationships

Protection, Security, Order, Law, Stability

Air, Food, Drink, Shelter, Sleep, Warmth

MASLOW’S PYRAMID OF NEEDS

NEEDS

DEFICIT PRINCIPLE

PROGRESSION PRINCIPLE

3 KEY TERMS TO UNDERSTAND:

A NEED is…A physiological or

psychological deficiency a person feels the

compulsion to satisfy.

These NEEDS can affect a person’s work attitude &

behaviour.

DEFICIT PRINCIPLE says…

a satisfied need is no longer a motivator for

behaviour

PROGRESSION PRINCIPLE

says… the needs are ordered in a “hierarchy”. You only move to the next level when the lower level

need has been satisfied.

The Power of the Pyramid

Managers need to create the kind of environment that

allows employees to rise to every occasion.

Difficulty:People’s needs change. Incentives need to be geared towards their

needs.

Difficulty:You may have

employees that have very different needs &

concerns to satisfy.

Implication:If your incentives do

not satisfy your employees’ needs,

they will leave!

HUMAN RELATIONS THEORIES

Chris ArgyrisTHEORY OF ADULT PERSONALITY

Who? Chris Argyris

When? During the 1950-60’s

What did he do? Scholar & business consultant

Purpose? To examine the needs & capabilities of mature adults working in organizationsImmaturity/Maturity Continuum

What he concluded: Some classical management theories are inconsistent with the mature adult personality

Simplified tasks Inhibits

self-actualization

Taylor’s Scientific

Management

What he concluded: Some classical management theories are inconsistent with the mature adult personality

Creates dependent,

passive employees

Higher levels of management

should control & direct people @ lower levels

Weber’s Bureaucracy

What he concluded: Some classical management theories are inconsistent with the mature adult personality

May cause psychological

failure…individuals should define their

own goals

Fayol’s Administrative

Principles Unity of Control assumes success

occurs when 1 person’s work is

planned & directed by 1 manager