BEHAVIORAL THEORIES OF MANAGEMENT

BEHAVIORAL THEORIES OF MANAGEMENT

Organizational behaviour (OB) has made a significant contribution to behavioural views of management

Early Proponents:

Four behavioural scientists figure out as early proponents of the OB approach. Robert Owen (a British factory owner), Mary Parker Follett (a Social Worker), Hugo Munsterberg ( father of industrial psychology) and Chester Barnard are countable among them.

1. Robert Owen proposed a utopian workplace.

2. Hugo Munsterberg focused on the scientific study of individuals at work in order to maximize their productivity and adjustment.

3. Chester Barnard, viewed organizations as social systems requiring human cooperation where managers' major roles were to communicate and motivate subordinates to high levels of performance. He also proposed that managers had to examine and monitor the environment.

4. Mary Parker Follett, a social philosopher stressed that the manager's responsibility was to harmonize and coordinate group efforts.

Hugo Munsterbeg (1863-1916) is regarded as the "father of industrial psychology" Munsterberg tried to develop practical applications of psychology. He believed that psychologists could assist industry in three major areas:

a. He stressed hiring workers with mental abilities best suited for certain jobs.

b. Identifying the psychological conditions for optimum efficiency.

c. Identifying ways to influence individual behaviour congruent with management's objectives

Mary Parker Follett (1868-1933) applied the perspectives of political science and social work to management. Her contribution towards management is described below:
1. Mary Parker Follett was interested in studying the psychology factors behind individual and group action.
1. She made applicable the principle of individual and group psychology to a business undertaking.
2. She argued that the chief executive of an enterprise is more of a co-ordinator and organizer of the skills of other people than an autocrat.
3. To Follett the people engaged in production are more important than the institutions in which they are engaged.

4. Conflict resolution through integration.

5. The functional unity has to be achieved so that the organization operates as an integrated whole.