Team:03

Chamber of Secretes

Literature Review of Behavioral Management School

 Behavioral Theories/Approach

Human Relations Behavioral

Theory/Hawthorn Science Theory
e studies

Behavioral theory gave greater emphasis to individual

and group relationship in the workplace
 Human Relations
Theory/Hawthorne studies

In 1927, a group of researchers led by Elton Mayo and Fritz Roethlisberger of the Harvard Business School
were invited to join in the studies at the Hawthorne Works of Western Electric Company, Chicago.

business organization is basically a social

system.
The employer can be motivated by
psychological and social wants

Productivity is linked with employee

satisfaction

found a way to improve productivity by

creating a healthy team spirit
 Criticism of Hawthorne
Experiments

More Emphasis Over Im

More Importance to
Lacks Validity Human Aspects on Group to Free
Decision-making Wo
Behavioral Science Theory

Human
Motivation Leadership

Conflict
Need Hierarchy theory

Self
actualiza
tionneeds
Esteem

Love and belonging needs

Safety needs
Physiological needs
 Expectancy theory

Instrumentality
c y Va
an len
c t c
pe e
Ex

The expectancy theory was developed by Victor Vroom in 1964. Vroom's

Expectancy Theory says that individuals act when they expect positive results from
their actions
 Two-factor theory

Status Achievement Salary and

Interpersonal Job policies
relationships
benefits Company
reputation

Accomplishment standardized Company

production line Job security policies

Motivational factor Hygiene factor

 Hofstede theory

Short term vs ling term

orientation

Restraint vs Indulgence

Masculinity Vs
femininity.

Uncertainty avoidance

Individualism Vs
collectivism

Power distance
 McClelland’s Needs Theory

Ne
e
or
df
Need f
ement
or

A c hi e v
Pow
er

Need for Affiliation

Theory X and Theory Y were first explained by Douglas McGregor in his book,
"The Human Side of Enterprise," and they refer to two styles of management –
authoritarian (Theory X) and participative (Theory Y).
Theory X:
Theory X managers tend to take a pessimistic view of their people, and assume that
they are naturally unmotivated and dislike work.
➔ Dislike their work.
➔ Avoid responsibility and need constant direction.
➔ Have to be controlled, forced and threatened to deliver work.
➔ Need to be supervised at every step.
➔ Have no incentive to work or ambition, and therefore need to be enticed by rewards to
achieve goals.
 Theory Y
Theory Y managers have an optimistic opinion of their people,
and they use a decentralized, participative management style.

➔ Happy to work on their own initiative.

➔ More involved in decision making.
➔ Self-motivated to complete their tasks.
➔ Enjoy taking ownership of their work.
➔ Seek and accept responsibility, and need little direction.
➔ View work as fulfilling and challenging.
➔ Solve problems creatively and imaginatively.
 Theory Z
William Ouchi’s Theory Z makes certain assumptions about
employees. However, it goes one step further and makes
assumptions about organizational culture as well.

➔Seldom fired from the workplace.

➔Encouraged to participate in the company’s decision making process.
➔Assimilated into one common company culture.
 The ERG theory
The ERG theory, proposed by Clayton Alderfer in 1969. Alderfer further developed Maslow's hierarchy
of needs by categorizing the hierarchy into his ERG theory (Existence, Relatedness and Growth).
 Leadership Theories
One of the earliest leadership theories, the Great Man Theory came to light in
the 19th century. It was attributed to a historian named Thomas Carlyle, who
developed it to a great extent. He believed that 'the history of the world is the
biography of great men'.
➔Every great leader is born already possessing certain traits that will
enable them to rise and lead on instinct.
➔The need for them has to be great for these traits to then arise, allowing
them to lead.
 Contingency theory
Fred Fiedler, in the 1960s, developed one of the first contingency theories. In
Fiedler’s Contingency Theory, leadership styles are fixed.

➔ Consideration leader behaviors that include building good rapport and

interpersonal relationships and showing support and concern for subordinates
and 
➔ Initiating structure leader behaviors that provided structure to ensure task
completion and goal attainment.
 Conflict Management
Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly,
and efficiently. It is the process of dealing with (perceived) incompatibilities or disagreements
arising from, for example, diverging opinions, objectives, and needs.

Conflict Triangle:
Behavior

Attitude Conflict
The causes of conflicts:

1. Individual level

2. Relational level
3. Systemic level
Types of conflict
Conflict is a natural and necessary part of life. It can arise in any relationship, whether it be with
a spouse, co-worker, friend, or family member. The way that conflict is handled can make or
break the relationship. Conflict can be functional or dysfunctional.

Functional Conflict
Functional conflict is a type of
conflict that is characterized by the
parties’ efforts to achieve mutually
Dysfunctional Conflict
Dysfunctional conflict is a type of conflict that occurs
beneficial outcomes. It is typically
when two or more parties come to an agreement that
characterized by parties working
is not beneficial to all involved. This type of conflict
together to resolve the conflict in a
can cause emotional harm, distress, damage to
constructive way. It is different
relationships, and create a power struggle.
from dysfunctional conflict, which
is characterized by the parties’
attempts to resolve the conflict in
a way that harms or destroys the
relationship.
 Perspectives of conflict

1. Traditional View of Organizational Conflict It was first developed in the late 1930s and
early 1940s, with the most linear and simple Approach toward conflict. According to the
traditional view, any conflict in an organization is outright bad, and harmful.

2. Human Relations View of Organizational Conflict

From the late 1940s to the mid-70s, the human relations view dominated the topic of Organizational
conflicting that period, the fields of management and organizational behavior were expanding. The
traditional view was challenged by various studies and surveys, and therefore, the human relations view
on organizational conflict presented a significantly different perspective on the topic.

3. Interactionist View of Organizational Conflict

With passing time and further studies in the field of organizational behavior, people started to accept
conflict as an integral and somewhat positive aspect. The interactionist view on organizational conflict
extends that concept. While the human relations view accepted organizational conflict as an important
part, the interactionist view on- organizational conflict takes the same concept one step further. It
suggests that an ongoing, minimum level of conflict is necessary and beneficial for a group. It suggests
that an ongoing, minimum level of conflict is necessary and beneficial for a group.
 Characteristics of Conflict

Conflict is a Process: Conflict occurs in ‘layers’. First layer is Conflict is Inevitable: Conflict exists everywhere. No two
always misunderstanding. The other layers are differences of persons are the same. Hence they may have individual
values, differences of viewpoint, differences of interest, and differences. And the differences may be because of values
interpersonal differences. or otherwise, lead to conflict.

Conflict is a Normal Part of Life: Individuals, groups, Perception: It must be perceived by the parties to it,
and organizations have unlimited needs and different otherwise it does not exist. In interpersonal
values but limited resources. Thus, this incompatibility interaction, perception is more important than reality.
is bound to lead to conflicts.

Interdependence and Interaction: There must be some

Opposition: One party to the conflict must be kind of real or perceived interdependence. Without
perceiving or doing something the other party does interdependence there can be no interaction. Conflict
not like or want occurs only when some kind of interaction takes place.

Everyone is inflicted with Conflict: Conflict may occur

within an individual, between two or more Conflict is not Unidimensional: It comes into different ways in
individuals, groups or between organizations. accordance with degree of seriousness and capacity. At times, it
may improve even a difficult situation.
 Glasl’s model of conflict escalation
The escalation ladder starts from a "zero state” in which no destructive conflict behavior occurs. In real life, however, the
starting point is not always Step 0.8 Behaviors belonging to Step 2, 3 or 4 in the model may be ”normal” features of
everyday working life, in the absence of any concrete conflict. Nonetheless, it is easier to understand how escalation
processes work if we begin at a kind of ideal state.
 Challenges of conflict management
There are many methods to resolving conflict that experts will prescribe, but no matter which one you choose to
follow there are six common conflict resolution barriers that people will run into. Here is a brief explanation of these
six conflict resolution barriers. I encourage you to remember them, perhaps print this list and hang it in your office,
so you can remain mindful of them the next time you have to resolve a conflict.

Getting Defensive Inability to Empathize with Others

Dismissing the Topic as Unimportant. Inability to Stay Calm

Jumping to Conclusions without Having the Facts

Not Listening to Others

 Conflict management

The perspective on conflict management at the workplace is broadened considerably. The discussion
here concerns management of more protracted conflicts involving several individuals. Moreover, the
chapter is aimed not only at the parties involved in a conflict, but also at those responsible for
dealing with others’ conflicts: managers, HR specialists, union representatives, organizational
consultants, etc. The chapter begins with a survey of four principal approaches to conflict
management: dialogue, discussion, rule-based procedures, and steamrollering (unilateral power).
The four principal
approaches to conflict
management

There are four main approaches to doing away with the obstruction: dialogue, discussion, rule-
based procedures and steamrollering. Depending on the type of conflict, these approaches may
take very different concrete shapes.
 THE END
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