history of behavior science

1*Behavioral Science

1*HISTORYFrederick W. Taylor1880 - Scientific Management

1*Business Terms

Division of Work. Authority. DisciplineUnity of CommandUnity of DirectionSubordination of individual interestRemunerationCentralization (or Decentralization).Scalar chain (Line of Authority).OrderEquityStability of Tenure of Personnel.Initiative.

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Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive.

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2. Authority. The right to issue commands, along with which must go the balanced responsibility for its function.

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3. Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.

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4. Unity of Command. Each worker should have only one boss with no other conflicting lines of command.

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5. Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it.

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6. Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always top.

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7. Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.

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8. Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel.

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9. Scalar chain (Line of Authority). A hierarchy is necessary for unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels.

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10. Order. Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection.

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11. Equity. In running a business a combination of kindliness and justice is needed. Treating employees well is important to achieve equity.

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12. Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.

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13. Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of personal vanity on the part of many managers.

1*6 Important Managerial Skills For Successful Leadership

Excellent leadership is always pro active rather than reactive. By developing these six managerial skills builds a solid foundation for success.


Observation

This is an important aspect that often gets neglected due the demands on a leader's time and schedule. Observation and regular visits to the work environment are a priority and should be scheduled into the calendar. Observing employees at work, the procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.


2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.


3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.


4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not have all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held. This is important in order to maintain an accurate and informed overall picture.


5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership.


6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Models of Organizational BehaviorThere are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):

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Models of Organizational BehaviorAutocratic The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is continuation. The performance result is minimal.

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Models of Organizational BehaviorCustodial The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that to met security. The performance result is passive teamwork.

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Models of Organizational BehaviorSupportive The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

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Models of Organizational BehaviorCollegial The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

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Basic OB Model, Stage II

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history of behavior science

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