BEHAVIORAL SCIENCE

BEHAVIORAL SCIENCE
emphasizes the use of scientific

procedure to study the

psychological, sociological and

anthropological aspects of human

behavior in organization.

MASLOWS HIERARCHYOF-NEEDS
ABRAHAM MASLOW initiated the human behavioral school in 1943 with his development of ahierarchy-of-needs theory. He outlined a hierarchy structure for human needs classified into five

1. PHYSIOLOGICAL NEEDS The most importantand the

most necessary for survival.

They include the needs for

oxygen, food sleep, sex and

activity.

2. SAFETY NEEDS
Includes freedom from various kinds of danger, threat and deprivation, such as physical

harm , economic distress, ill

health, and unnecessary,

unexpected occurrences.

3. BELONGING NEEDS Are composed of

affectionate relations with

others, acceptance by ones

peers, recognition as a
group member, and

4. ESTEEM NEED

Comprises of self

respect, positive selfevaluation and regard by others.

5.SELF ACTUALIZATION NEED Is compose of self fulfillment

and achievement of ones full

capacity.

FREDERICK HERZBERG
Frederick and his colleagues used the critical-incident method in 1959 to interview

200 pittsburgh-area engineers and

accountants about job situations that they had found satisfying or dissatisfying. The researchers found that job factors in situations associated with satisfaction were

different from job factors in situation s

The motivators or satisfiers identified were achievement, recognition, work itself,

responsibility, advancement, and the potential

for growth. These jobcontent factors (factor in job) can raise the level of performance and meet the higher order needs. In Maslow's hierarchy-of-needs model, the hygiene factors

or dissatisfiers identified were supervision;

company policy; working conditions; interpersonal relation with superiors, peers,

DOUGLAS MCGREGOR
Developed the managerial implication of Maslows theory. He notes that ones style of management is dependent on ones philosophy of human and categorizes those assumptions as Theory X and Theory Y.

THEORY X the managers emphasis is on the goal of the organization. The theory assumes that people dislike work and will avoid it; consequently, workers must be directed, controlled, coerced, and threatened so that

organizations goal can be met.

THEORY Y the emphasis is on the goal of the individual. It is the managers assumptions that people do not inherently dislike work and that work can be source of satisfaction.

McGregor believes that both approaches are ineffective and recommends that the work situation be structured so that the

workers can meet their personal goals

while working toward the goal of the organization. He suggest the collaboration between the manager and the worker for integration of goal.

Maslow Physiological needs

Herzberg

McGregor

Safety needs
Belonging needs Esteem needs Self actualization needs

Hygiene factors

Theory X

Motivators

Theory Y

OUCHI, PASCALE, AND ATHOS

OUCHI contrasts Japanese organizations have
lifetime employment; slow evaluation and promotion; non specialize career paths; implicit

control mechanism; collective responsibility and

holistic concern, whereas the organization in United States have short-term employment; rapid evaluation and promotion; specialized career paths; explicit control mechanisms; individual decision making; individual

PASCALE AND ATHOS explain organizations in united states tend to favor stategy, structure, and systems, whereas the japanese organization focus on staffs, skills, style, and subordinate goals.

ARGYRIS
Chris Argyris, focusing his research on the coexistence of personal and

organizational needs, found that

individuals give priority to meeting their own needs. He found that the greater the disparity between individual and organizational needs, the more the

LIKERT
Rensis Likerts theory of management is based on his work at University of michigans Institute for social Research. He identified three types of variables in Organization: (1) Causal, (2) intervening, and (3) end result.

Causal variables

include leadership
behavior, organization structure policies and

Intervening variables, are

perceptions, attitudes, and

motivations.

The End-result variables

are measures of profits,

costs, and productivity.

TYPES OF MANAGEMENT SYSTEMS

1.Exploitative-authoritative 2.Benevolent-authoritative 3.Consultative and

4.Participative group