2. Chapter 1 - Human Behavior

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Understanding Human Behavior : 

Understanding Human Behavior Chapter 1

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

Human Behavior Why bother trying to understand it? And… Why can’t everyone just learn to get along with me?

We all want two things from life: : 

We all want two things from life: Happiness and Success What’s the one common denominator to success and happiness?

Knowing how to do a job is not the key to success... : 

Knowing how to do a job is not 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 EQ Is there a career where success is completely a matter of technical skill?

The History of People Management : 

The History of People Management Machiavelli: taught management through manipulation (1469-1527) People are lazy, and self-centered and you have to trick them into working People of lower status are subservient

Larry EllisonCEO of software giant Oracle Corp. : 

Larry EllisonCEO 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 Revolution There was one best way to do a job Scientific methods and math formulas could solve people’s problems

The Hawthorne Effect : 

The Hawthorne Effect Paying attention to workers’ needs affects output. Social and psychological factors play important roles in worker productivity.

Human Relationists found: : 

Human Relationists found: People are motivated by many factors, not just pay Employees have feelings and attitudes that affect their work People are not machines

Human Relationists found: : 

Human Relationists found: Informal workgroups affect performance Workers like and need to participate in decision making Communication channels should flow down, up and horizontally

Slide 12: 

The Behavioral Movement: Expanded role of manager Managers became more people focused Incentives and sources of motivation were studied

The Behavioral Movement: : 

The Behavioral Movement: Supervisors learned they needed communication skills Managers now had to handle conflict and change Employees treated more as equals and informal relationships started

Management Theory Today : 

Management Theory Today The Systems Theory Approach: every system has input, transformation and output Ripple effects

The Contingency Approach: : 

The Contingency Approach: No two situations are exactly alike. With each event, you size up the situation and choose the best course of action

The Quality of Work Life Approach: : 

The Quality of Work Life Approach: Seeks to make work productive as well as satisfying to workers Quality Circles

Self-Directed Workgroups (SDW) : 

Self-Directed Workgroups (SDW)

Caring and Trust: : 

Caring and Trust: The bottom line in Human Relations today.

Herb Kelleher of Southwest Airlines : 

Herb Kelleher of Southwest Airlines He doesn’t put making a profit first or put customers first – so who comes first?

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

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

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