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Behaviour in Org

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7 views6 pages

Behaviour in Org

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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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BEHAV.I O~.~A,L ,. IMJ:'LICJ~"TI0N'S "0f·. :M.ANAGEMENT


CONTROL". SYSTEM . "' .. .
----------------·-------
There. is, ~-cl~se ·r~lationshlP.··~'ecm:·organisation
. behaviour and coiitrol system~- k_ control system seeks
-:
~
#:
5.20 BEHAVIOUR IN ORGANISATIONS

SehavtOUral sciences have to cv alu ate an d re gu la te


gtvon several concepts-that
· th e pe r_for m an ce of
res po ns ibi lit y ce nt re s. Th e ma
are relevant to manaCJemont na ge rs 1n ch arg c of a
control. .-esponsiblc ce ntr e is rew ard ed
for go od pe rfo rm ance.
At th e sa me tim e wh en th
e pe rfo rm an ~e of a
res po ns ibi lit y ce ntr e is dis ma
l the- ma na ge r 1ncharge
is pu nis he d. Th us , a co ntr ol
sy ste m ac ts as a . double
ed ge d sw ord . Th at is wh y ma
na ge rs ar e afr aid of a
co ntr ol sy ste m an d ma y res ist
it. In or de r to ma ke a
co nt ro l sy ste m su cc es sf ul
, it is ne ce ss ar y to
un de rst an d th e fac tor s th at
mo tiv ate ma na g~ rs to
achieve the res ult s. Be ha vio ur
al sc ien ce s ha ve given
se ve ral co nc ep ts- th at ar c re
lev an t to ma na ge me nt
co ntr ol.
So me or th es e co nc ep ts are
de sc rib ed be low .
1. Pe rc ep tio n. W he th er a
m an ag em en t co ntr ol
system is a ~ im ple me
nte d- Successfiilly
do es- no t-d e e · n:::Ihe:syst.cm. alo ne . It de pe nd
. largely on ho w the me ~b ~r s
The •v1ab11ity of a control ~Q L1 he __ org anisation
view \be a y ~ ln oth er wo
system depends upcn tho rds , Th e, viability of '
manage(s porcepoon of the . a co ntr ol sy ste m de pe nd s
up on th e rn ao ag e? s
gum u,d cng . per,ceptionsttof ifie sµ rro uo din g.
P er ~ S -t b e
ps yc ho log ica l pr oc es s wh er
eb y pe op le se lec t,
organize an d int erp ret se ns or
y sti mu lat ion s .in to
:· _- me an in gf ul in fo rm ati on
.. --·---- .ab ou t th ei r wo rk
eQ.,_viro~ent:--P erc ep tio n is at th e ba -
' individual be ha vio ur.... Peopie se of_ ev ery
ma y vie
wOria di!f.erently de pe nd ing up on w th e sa me
pe rso na lit ies . experience. sta t~ ir ~ .
tu s, etc ~M an ag er s
jud ge a sy ste m by ho w it -is
im ple me nte d. Fc.r
ex am pl e, wh en _ a -m an ag er
ge ts cr ed it by
ma nip ula tin g pei:_formance, oth
er ma na ge rs ma y
fee t t~ at -th e- sy ste m _ is un
ju st an d un fa ir.
Moreover. a co ntr ol sy ste m · inv
olv es int era cti on s
· am on g ma na ge rs at differe_n~
lev els of au tho rit y.
2. At tlt ud ea an d Be lie fs.
Ml Ul ag eri al be ha vio ur
lar_gely deec!1~~ up on the at tit
ma ud esan cfb eli efs- of
. - nt:1
h~1°'"
=-=·'9 A...~ •. d
,i,w.U es ser ve as a fra me--
wi t m w.luch-.facts an d ev en of ref ere nc e
A management control system ma na ts ar e vie we d A
can not succeed unless and gcment ~ nt ro l sy ste m ca n · d
no t su cc ee
until managers have pos1ttve unlessd and uak.til nianagcrs ha ve
towar s wo t un ..- .... _ po sit ive alt itu de s
attitudes toward s work. . "t • .• · - ~ ~ w l G • d .. .
organ1sa ton ta att'itu cs are posit ive an
. . • to hic v _.
and ob~e ctlvcs: . .,..,_ ..,._1'1(nn nac e its tar gc ll
. .
n eg ati ve atl ltu de a ··~ a.n ee
. . d
1a rev iew
ee n e
au pe rt.. or a an d
k-·~-,•·,~ --
f\r~
r-· 5.21
~R IN ORGANl~ATIO~~S
~ .

ura cy of
· su bo rdi_na tcs can dis tor t the acc
and beliefs
· eva lu~ tio n: The ref ore , the att itu des
st not be ·
mu st be jus t and rea son abl e. The se mu
use d to set tle _sc_o res wit h any b_ody.
lea rni ng
Alti!udcs ·a nd beliefs · ~c the out com e of
ir soc ial,
arid -~x pcr icn ce ·of ma nag ers abo ut the
en vir on m~
_-. reli gio us, cul tu-r al . and org ani sai ona l
out the
. . If the ma nag ers . arc opt iin isti c ab
tes the y
~ap abi liti es -anq. _sin cer ity. of ~ub ord ina
t the con trol
__ ·: ·_: ~e likely to des ign loose con.trots. Bu
iso rs arc
srs tem -is likely to _be tigh t if the sup erv
pes sim isti c.
.
.

nal pro ces s


3. Motivation. Motivation .is an-ins pir atio
pul l the ir
wh ich imp els the me mb ers -of a tea m to
to the .
we igh t ~ffcctively, to give the ir loy alty
tha t the y
gro up, to car ry out properly the tas ks
an effective
Motivation exorcises a sig- . _·ha ve acc ept ed arid generally ·to pla n
ken .
mticant influence on the _ pac t .in the job s- tha t the gro up has und erta
behaviour of managers and . lue nc ~n
other employees: - -.. Mo tiva tion · exe r~i ses a__significant. inf
yees.
;the· beh avi our of ma nag ers and oth er emplo
tot hei r
~ All hum an bei ngs beh ave wit h ref ;re nc~
ind uce
. nee ds -_and mo tive 3. Ce rta in mo tiv es
nne r. In his
, -: - ma nag ers to beh ave h1 a positive ma
Ab rah am
nee d hie rar chy the ory of inte rac tion s,
sec uri ty,
Ma slo w ide nti fie s the phy sio log ica l,
The se
soc ial, ego and sel f-ac tua liza ti'o n nee ds.
the ir job s
- nee ds mo tiva te ma nag ers to per for m
the m to
provided tha t job s per for ma nce ' ena ble s
Her zbe rg
sat isfy the ir var iou s nee ds. -Fr ede ric
fac tor s
has ide ntif ied mo tiva tion and hyg ien e
isfa ctio n
wh ich are res pec tive ly sou rce s of sat
tiva tor s
and dis sat isfa ctio n for ma nag ers . Mo
ognition,
inc lud c·-a dva ncc me nt, dev elo pm ent , rec
sis t of
ach iev em ent , etc . Hy gie ne fac tor s con
·cy t
sal ary , wo rki ng con dition , com pan
sup erv isio n, -etc . He rzb er's mo del
identifying the , factors tha t motiva
achieve the. sta n~a rds of perfo
in a cont~ol sys tem .
~ 111 Organizati~'s goal
ncidea With tho personal 4:. Goal Co np uen ce. Wh en
~ot thQ manager, it Is
coi nci des with the per son
- QOal cong ruence.
BEHAVIOUR IN ORGANISATIONS

1
.
• .. it is caJlcd goal congruence. Ideally the systems
should be so designed that action that it leads
people to take in accordance with their pc~ccivcd
self interest, arc actions that arc also 1n lhc
best interest of the organisation .
Douglcs McGregor writes in this context. "The
csscn tia1 task of management is to arrange
organisational conditions and methods of
operations, so that pocplc can achieve their own
goals best by directing their - own efforts towards
organi7..ational objectives."
People join organizations to attrun their personal
goals . These goals include complementary
rewards, job security, opportunities for
· advancement, status, recognition, etc. Similarly,
an organisation employs people to achieve its
own goals, e.g., survival, profits, growth, etc. B.,9th
personal _goals and organisatinal goals can be
achieved simultaneously through goal congruence.
-Goal congruence implies integrating the personal
goals with organi-zational goals so as to achieve
a balance.
: A sound control - system . monitors the . goal
A iound· con1,o1 system· · congruence in the organisation. It should ensure
should ensure lhat tho do- that the decisions and actions taken by employees
cisiona and actions takon .
by omployee1 aro not . are not against the int~rcsts of the organisation.
agai~ 1ho 1ntores~ ~ lho . -,· :_;::,'·The con tr:_ol system - should discourage employees
organisation · ~ fr . .
• .• _om pursuing their O'Ml goals at the cost of the
organisation. For instance, quality should not be
_sacrificed for the sake of re.ducing costs. The·
control'._system should also reward and motivate
employees wh~n -they contribute to organizational
_,.·- ~:als so. that their personal goals are also served.
. wcvcr,.:perfect congruence between individual
goals and ora~ni,.. ·
·. ~:u..ational goals docs not exist. For
example, ·md1v1dual
salary · th emp1oyccs expect as high
aa ey can act • b t th ,
afl'ord ~ond e,. ' • u. . e organisation cannot
pu~ to_·r~ncli~ ~JJI).1~. But efforts should be
goals to the extent · pcrso~a] and organisation
. ' - ~le.f
BEHAVIOUR IN ORGANISATIONS

s. Organisational Conflict and Co-operation. A


management control system can be more effective
when there is mutual co - operation between
· When the dtftotcn('~S •n tho different rcspon sibility ccn tres in the
goals of vanous untts of tho
organisation are acute or organisaiton. In actual practice, however, conflicts
-t he m•ans for achlovmg the are common. Conflicts arc more when there is
~ s arc contradictory, or-
gantzat1onal conflicts aro high degree of interdependence between the
frequent resp'>nsibility centres or when their functions
arc highly specialized. When the differences in
the goals of various units of the organisation are
acute or the means for achieving the goals are
contradictory, organizational conflicts are
frequent. For example, the marketing department
wants to increase advertising expenditure
whereas the finance department advises to reduce
advertising expenditure . The conflict aris~s
because each department tries to optimize its
profits. Top management may take several steps,
. e.g ., transfer price tc~... resolve the
conflict.Managem ent control system should
provide necessary inputs for resolving conflicts
and at the same time to create healthy competition
among responsibility centres. For example, a
committee of i'lcha.rgcs of different responsibility
-centres may be constituted to maintain co-
operation and coordination bet ween · them.
1 • -

6. Leade~hip Styles.- Every organisation seeks to


achieve ·certain _targets-:- The control process
The nature of control exer-
e1sod an an orgaoisaiton to
determines the targets and the means for
some extent depends upon · ac~eving ~em. The nat~re of control exercised
the management leadetship in an organisaiton · to·-some extent depends upon
style.
the ~anagement - leadership style. Broadly
speaking there are two types- of leadership styles,
namely autocratic and democratic. An autocratic
leader •-sets the standards without consulting
~thers and assigns the work to each individual
~nilat~_:rally. He simply tells _the people what is
to be · d~n~. , While evaluating performance, he
adopts a hostile approach punishing th e
subordinates for failures. On the contrary, a
d~mocratic learter sets standards in consultation
wilh hi~ aubordinatt•41. He explains the objectives
#ff• • f!f .. (
'rjff fli · I~"_t..::~;;:■111'!'.- r?-.•
,.~~::~~~i-n s
l~~•C.•~tl;,.l!1•,..t~ ~~~~
:•-1!.ki~ ,.,- -
l!;J'¥. ~~ .
5.25
._-,RINORG. ANISAJ'IONS . . _- -

.~ . C ,, '
-

• ••
~ -

- 7
• -
- 4
~ - • : - ••
-::: ' ,.,.~ ' ;
- - -
.
~~
. . .. . . or :"ao_task ~d th en allows _the people to exercise
ev al ua tin g
· di sc·1eetion •:::a nd ju dg m e. ri·t. W hi le
perf(?~tµance, he to le ra te s reasonab
le .rnistalc"e~
in future.
arid: su gg es ts ;~ ea su re·s to avoid failures
ive.
- \
\
·His -a pp ro ac h ·to control is construct
_ _ __ __ .,, .. ~A .li .l! rf tl! \i
C•

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