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CONTEMPORARY BEHAVIORAL SCIENCE IN MANAGEMENT

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CONTEMPORARY BEHAVIORAL SCIENCE IN MANAGEMENT

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- Organizational behavior
+ Contemporary field focusing on behavioral perspectives on management
+ Draws on psychology, sociology, anthropology, economics, and medicine.
+ Takes a holistic view of behavior and addresses individual, group, and organization process.
-  Important organizational behavior topics:
+ Job satisfaction
+ Stress
+ Motivation
+ Leadership
+ Group dynamics
+ Organizational politics
+ Interpersonal conflict
+ The structure and design of organizations.

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- Grew out of the Hawthorne's studies
- Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics
- Assumed that the manager's concern for work would lead to increase workers satisfaction and improved worker performance

-> Abraham Maslow (1908-1970): Advanced a theory suggesting that employees are motivated by a hierarchy of needs that they seek to satisfy
-> Douglas McGregor (1906-1964): Proposed Theory X and Theory Y concepts of managerial belief about people and work.
*Theory X: A pessimistic and negative view of workers consistent with the views of scientific management.
*Theory Y: A positive view of workers, it represent the assumptions that human relations advocates make.

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- Conducted at Western electric's Hawthorne plant between 1927 and 1932
- Illumination study: Lighting adjustment affected the productivity of both control and experimental groups of people
- Group study: A piecework incentive pay plan caused workers to establish informal levels of individual output
-> Overproducing workers were labeled: "rate busters" - người làm việc hết khả năng của mình bất chấp người khác có phán xét
-> Underproducing workers were considered: "chiselers" - khó bị ảnh hưởng mà dễ dàng gây ảnh hưởng đến với người khác hơn.
- Interview program: Confirmed the importance of human behavior in the workspace.

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Define: Emphasize individual/group process attitudes and behaviors.
-> Hugo Munsterberg (1863-1916): Advocated applying psychological concepts to employee selection and motivation
-> Mary Parker Follett (1868-1933): Recognized the importance of human behavior in the workspace.

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CONTRIBUTIONS
- Provides many management techniques and approaches that are still relevant today
- Focused attention on management as a meaningful field of study

LIMITATION
- More appropriate for use in stable, simple organizations rather than the changing and complexing organizations of today
- Proposed universal guidelines that do not fit every organization
- Slighted the role of the individual in organization

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THE IMPORTANCE OF THEORY AND HISTORY
1. Why theory?
- Theory is a conceptual framework for organizing knowledge and providing a blueprint for action
- Management theories, which are used to build organizations and guide them toward their goals, are grounded in reality.
2. Why history?
- Awareness and understanding of important historical developments are also important to contemporary management.
- Understanding the historical context of management provides a sense of heritage and can help managers avoid the mistakes for others.

THE HISTORICAL CONTEXT OF MANAGERMENT
- Read more

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1. Technical
2. Interpersonal
3. Conceptual
4. Diagnostic
5. Communication
6. Decision-making
7. Time management

THE SCIENCE AND THE ART OF MANAGEMENT
1. Science of management
2. The art of management

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1. Planning and decision making: setting the organization's goal and deciding how best to achieve them

2. Organizing: determining how best to group activities and resources

3. Leading: motivating members of the organization to work in the best interests of the organization.

4. Controlling: monitoring and correcting ongoing activities to facilities goal attainment.

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MANAGING IN DIFFERENT AREAS OF THE ORGANIZATION

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MANAGING IN DIFFERENT AREAS OF THE ORGANIZATION

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Marketing
Financial
Operations
Human resources
Administrative
Others

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Levels of management:
1. Top managers: who manage the overall organization - ex: president, vice president (VP), and chief executive officer (CEO) -> create the organization's goals, overall strategy, operating policies,....

2. Middle managers: are primarily responsible for implementing the policies and plans developed by top managers for supervising and coordinating the activities of lower-level managers.

3. First-line managers: they oversee the day-to-day operations of their respective stores, hire operating employees to staff them, and handle other routine administrative duties required of them by the parent corporation. Spending a large proportion of their time supervising the work of their subordinates.

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Organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals

Management is a set of activities (planning, decision making, organizing, leading, controlling) directed at an organization's resources (human, finance, physical, information) with aim of achieving organizational goals in an efficient and effective manner.

Manager is someone whose primary responsibility  is to carry out the management process.

Efficient is using resources wisely in a cost-effective way

Effective is making the right decision and successfully implementing them.

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Classical management perspective: which actually includes two different viewpoint: scientific management and administrative management.

Scientific management: concerned with improving the performance of individual workers - có thể nói là ví con người làm công việc như một cỗ máy (vd: câu chuyện của vua hề Saclo)

Soldiering: employees deliberately working at a pace slower than their capabilities.

Administrative management: focuses on managing the total organization.

*Process* (4 steps)
1. Develop a science for each element of the job to replace old rule-of-thumb methods
2. Scientifically select employees and then train them to do the job as described in step 1
3. Supervise employees to make sure they follow the prescribed methods for performing their jobs
4. Continue to plan the work, but use workers to get the work done.

-> Henry Fayol (1841-1925): Identified the specific management functions of planning, organizing, leading and controlling
-> Lyndall Urwick (1891-1983): Integrated scientific management with the work of other administrative management theorists.
-> Max Weber (1864-1920): His theory of bureaucracy is based on a rational set of guidelines of structuring organization in the most efficient manner.