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    Behavioral Management Theory: Melissa B. Bangayan DOE 04-Decision Making in Educational Management

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    San Ty
    The behavioral management theory addresses the human dimension of work. Behavioral theorists believed that understanding human behavior at work, such as motivation, conflict, and group dynamics, could improve productivity. Key theorists included Hugo Musterberg, who saw value in industrial psychology; Douglas McGregor, who proposed Theories X and Y of human motivation; and Abraham Maslow, who developed a hierarchy of human needs that motivate behavior.

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    Behavioral Management Theory: Melissa B. Bangayan DOE 04-Decision Making in Educational Management

    Uploaded by

    San Ty
    174 views12 pages
    The behavioral management theory addresses the human dimension of work. Behavioral theorists believed that understanding human behavior at work, such as motivation, conflict, and group dynamics, could improve productivity. Key theorists included Hugo Musterberg, who saw value in industrial psychology; Douglas McGregor, who proposed Theories X and Y of human motivation; and Abraham Maslow, who developed a hierarchy of human needs that motivate behavior.

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    Behavior

    Original Title

    BEHAVIORAL-MANAGEMENT-THEORY

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    The behavioral management theory addresses the human dimension of work. Behavioral theorists believed that understanding human behavior at work, such as motivation, conflict, and group dynamics, could improve productivity. Key theorists included Hugo Musterberg, who saw value in industrial psychology; Douglas McGregor, who proposed Theories X and Y of human motivation; and Abraham Maslow, who developed a hierarchy of human needs that motivate behavior.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    174 views12 pages

    Behavioral Management Theory: Melissa B. Bangayan DOE 04-Decision Making in Educational Management

    Uploaded by

    San Ty
    The behavioral management theory addresses the human dimension of work. Behavioral theorists believed that understanding human behavior at work, such as motivation, conflict, and group dynamics, could improve productivity. Key theorists included Hugo Musterberg, who saw value in industrial psychology; Douglas McGregor, who proposed Theories X and Y of human motivation; and Abraham Maslow, who developed a hierarchy of human needs that motivate behavior.

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    Download as pptx, pdf, or txt
    of 12

    BEHAVIORAL

    MANAGEMENT THEORY
    Melissa B. Bangayan
    DOE 04- Decision Making in Educational Management
    BEHAVIORAL MANAGEMENT THEORY

    The behavioural management theory is often called the human relations


    movement because it addresses the human dimension of work. Behavioural
    theorist believed that a better understanding of human behaviour at work,
    such as motivation, conflict, expectations, and group dynamics, improved
    productivity.
    Theorists:
    • Hugo Musterberg
    • Douglas McGregor
    • Abraham Maslow
    Hugo Musterberg
    • Hugo Musterberg is known as the “father of industrial psychology.”
    • He believed that industry can be benefited by psychologists in three major
    areas:
    • Seeking modern ways to hire the right person for the right job
    • Achieving optimum efficiency by identifying the psychological conditions
    • Finding methods to direct behaviour of individual employees to be in harmony with
    the management’s objectives.
    Douglas McGregor
    • McGregor expressed his views of human nature in two sets of
    assumptions :
    • Theory X – the sets of traditional beliefs held
    • Theory Y – the sets of beliefs based on researchers in behavioural science which are
    concerned with modern social views on the man at work .

    • These two theories represent the extreme ranges of assumptions. The managerial
    attitudes and supervisory practices resulting from such assumptions have an
    important bearing on employees’ behaviour.
    Theory X Assumptions:
    • Employees inherently dislike work and, whenever possible, will attempt to
    avoid it.
    • Since employees dislikes work, they must be coerced, controlled, or
    threatened with punishment.
    • Employees will avoid responsibilities and seek formal direction whenever
    possible .
    • Most workers place security above all other factors and will display little
    ambition.
    Theory Y assumptions:
    • Employees can view work as being as natural as rest or play.
    • People will exercise self- direction and self-control if they are committed
    to the objectives.
    • The average person can learn to accept, even seek, responsibility.
    • The ability to make innovative decisions is widely dispersed throughout
    the population.
    Abraham Maslow
    • He developed one of the most widely recognized need theories, a theory
    of motivation based upon a consideration of human needs. His theory of
    human needs had three assumptions:
    • Human needs are never completely satisfied.
    • Human behaviour is purposeful and is motivated by the need for satisfaction.
    • Needs can be classified according to hierarchical structure of importance, from the
    lowest to highest.
    Maslows’ hierarchical structure:
    • Physiological Needs- Maslow grouped all physical needs necessary for
    maintaining basic human well- being, such as food and drink, into this
    category. After the need is satisfied, however, it is no longer is a
    motivator.
    • Safety Needs- these needs include the need for basic security, stability,
    protection, and freedom from fear. A normal state exists for an individual
    to have all these needs generally satisfied. Otherwise, they become
    primary motivators.
    Maslows’ hierarchical structure:
    • Belonging and Love Needs- after the physical and safety needs are
    satisfied and no longer motivators, the need for belonging and love
    emerges as a primary motivator. The individual strives to establish
    meaningful relationships with significant others.
    • Esteem Needs- an individual must develop self-confidence and wants to
    achieve status, reputation, fame and glory.
    • Self- actualization Needs- assuming that all previous needs in the
    hierarchy are satisfied, an individual feels a need to find himself.

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