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Lecture The evolution of management thought (6th edition) - Chapter 20: Organizational behavior and organization theory

The influx of behavioral scientists into business schools brought different perspectives, research tools, and ideas. Their impact was felt on organization design and job design. Personnel management evolved into human resource management. Organizational theory evolved from a number of factors, internal and external. Better theory, it was suggested, can be built by examining successful practice. | THE EVOLUTION OF MANAGEMENT THOUGHT, 6TH EDITION Electronic Resource by: Regina Greenwood and Julia Teahen Organizational Behavior and Organization Theory Chapter Twenty People and Organizations Organizations and People Organizational Behavior http://www.bigphoto.com/themes/traffic/railway Gordon & Howell Report 1959 Triggered more interest in the behavioral and social sciences The behavioral/social scientists were trained differently in research methods and drew on a different body of literature. Human relations thought was modified by these behavioral scientists, providing for a transition from human relations to organizational behavior. Many contemporary “management laureates” are from non-business disciplines. Keith Davis (1918-2002) Mr. Human Relations Acts as a transition point for human relations and organizational behavior. Defined human relations as “the integration of people into a work situation in a way that motivates them to work together productively, cooperatively, and with economic, psychological, and social satisfaction.” Modern Human Relations – Two Facets Organizational behavior Human relations Chris Argyris (1923 - Argyris was influenced by the humanist approach of Abraham Maslow and the socio-technical process of E. Wight Bakke. Indicated his feelings about how organizations neglected human needs. Influenced by W. Whyte, Argyris and Donald Schon pioneered “action science” and “double-loop” learning Chris Argyris courtesy of the University of Western Ontario Chris Argyris – Personality vs. Organization Certain organizational practices, such as the division of labor, interfered with the development of health human personalities. These practices promoted immature, not mature behavior. In an attempt to self-actualize, individuals ran into the obstacles posed by formal organizations. The result was defensive behaviors, with management reacting by becoming more autocratic or by turning to sugar-coated human relations. . | THE EVOLUTION OF MANAGEMENT THOUGHT, 6TH EDITION Electronic Resource by: Regina Greenwood and Julia Teahen Organizational Behavior and Organization Theory Chapter Twenty People and Organizations Organizations and People Organizational Behavior http://www.bigphoto.com/themes/traffic/railway Gordon & Howell Report 1959 Triggered more interest in the behavioral and social sciences The behavioral/social scientists were trained differently in research methods and drew on a different body of literature. Human relations thought was modified by these behavioral scientists, providing for a transition from human relations to organizational behavior. Many contemporary “management laureates” are from non-business disciplines. Keith Davis (1918-2002) Mr. Human Relations Acts as a transition point for human relations and organizational behavior. Defined human relations as “the integration of people into a work situation in a way that motivates them to work together productively, .