Understanding Understanding Human BehaviorHuman Behavior

Chapter 1Chapter 1

Human BehaviorHuman Behavior Why bother trying to Why bother trying to understand it? And…understand it? And…

Why can’t everyone Why can’t everyone just learn to get along just learn to get along

with with meme??

We all want two things from life:We all want two things from life:

Happiness and SuccessHappiness and Success What’s the one common denominator to What’s the one common denominator to

success and happiness?success and happiness?

Knowing Knowing howhow to do a job is not to do a job is not the key to success...the key to success...

It is more important to know how to work with people.

What is the key to success?What is the key to success?

IQ versus EQIQ versus EQ Is there a career where success is Is there a career where success is

completely a matter of technical skill?completely a matter of technical skill?

The History of People The History of People ManagementManagement

Machiavelli: taught management through Machiavelli: taught management through manipulation (1469-1527)manipulation (1469-1527)

People are lazy, and self-centered and you have to People are lazy, and self-centered and you have to trick them into workingtrick them into working

People of lower status are obedientPeople of lower status are obedient

Larry EllisonLarry EllisonCEO of software giant Oracle Corp.CEO of software giant Oracle Corp.

“People stay at Oracle because they are well paid and fear recrimination.”

The Scientific Approach:The Scientific Approach: The late 1800’s brought the Industrial The late 1800’s brought the Industrial

RevolutionRevolution There was There was oneone best way to do a job best way to do a job Scientific methods and math formulas could Scientific methods and math formulas could

solve people’s problemssolve people’s problems

The Hawthorne EffectThe Hawthorne Effect Paying attention to workers’ needs Paying attention to workers’ needs

affects output.affects output. Social and psychological factors play Social and psychological factors play

important roles in worker productivity.important roles in worker productivity.

Human Relationists found: Human Relationists found:

People are motivated by many factors, People are motivated by many factors, not just paynot just pay

Employees have feelings and attitudes Employees have feelings and attitudes that affect their workthat affect their work

People are not machinesPeople are not machines

Human Relationists found:Human Relationists found:

Informal workgroups affect performanceInformal workgroups affect performance Workers like and need to participate in Workers like and need to participate in

decision makingdecision making Communication channels should flow Communication channels should flow

down, up and horizontallydown, up and horizontally

The Behavioral Movement:The Behavioral Movement:

Expanded role of managerExpanded role of manager Managers became more people focusedManagers became more people focused Incentives and sources of motivation were Incentives and sources of motivation were

studiedstudied

The Behavioral Movement:The Behavioral Movement:

Supervisors learned they needed Supervisors learned they needed communication skillscommunication skills

Managers now had to handle conflict and Managers now had to handle conflict and changechange

Employees treated more as equals and Employees treated more as equals and informal relationships startedinformal relationships started

Management Theory TodayManagement Theory Today The Systems Theory Approach: every system The Systems Theory Approach: every system

has has input, transformation and outputinput, transformation and output Ripple effectsRipple effects

The Contingency Approach:The Contingency Approach:

No two situations are exactly alike.No two situations are exactly alike. With each event, you size up the situation and With each event, you size up the situation and

choose the best course of actionchoose the best course of action

The Quality of Work Life The Quality of Work Life Approach:Approach:

Seeks to make work productive as well as Seeks to make work productive as well as satisfying to workerssatisfying to workers

Quality CirclesQuality Circles

Self-Directed Workgroups Self-Directed Workgroups (SDW)(SDW)

E m p l o y e e s a r ea n o r g a n i z a t i o n ' s

g r e a t e s t a s s e t

S D W" S e l f - c o r r e c t "

q u i c k l y

S D W p r o v i d et o d a y ' s w o r k f o r c e

w i t h a m e a n s o fs e l f - e x p r e s s i o n

T h e U s e o f S D Wi s b a s e d o n

t h e f o l l o w i n g b e l i e f s :

Caring and Trust:Caring and Trust:The bottom line in The bottom line in

Human Relations today.Human Relations today.

Herb Kelleher of Herb Kelleher of Southwest AirlinesSouthwest Airlines

He doesn’t put making a profit first or put He doesn’t put making a profit first or put customers first – so who comes first?customers first – so who comes first?

To lead yourself,To lead yourself,use you head.use you head.To lead others,To lead others,use your heart.use your heart.