Essays on The Behavioral Management Perspective Case Study

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The paper 'The Behavioral Management Perspective' is a great example of a management case study. The behavioral management perspective relates to the psychological aspects of human behavior in matters relating to management. Through this perspective, measurable and observable behavior is considered when one is determining the ways. In this perspective aspects such as the possibility of change, nature of man, and determinism are considered. Behaviorists believe that man is by nature neither evil nor good. They believe in the blank slate theory, also known as the “ Tabula Rasa” theory. According to this theory, when a baby is born, he is without any knowledge.

He has to acquire all of it from his immediate environment as well as through experience. B.F Skinner reiterated his belief in behaviorism by saying that his own behavior is nothing more than a product of his genetic endowment, his personal history, and the current environmental setting. In the behavioral management perspective, the actions of customers or employees are determined by the situation or setting in which products are consumed or tasks performed, rather than by inherent internal mental processes regarding intentions and attitudes.

Consequently, the main task of managers is to shape customer and employee behavior by always imposing the immediate environment where products are consumed and tasks performed. According to the behavioral management perspective model, different behaviors of all stakeholders in an organization are determined by two main situational factors: the immediate setting and reinforcement which is always indicated by various features of the setting, which are determined by the learning history of stakeholders. The manner in which these two factors interact determines the specific way in which stakeholders are going to behave. Managers who consider the behavioral perspective pay attention to social, physical, and temporal dimensions when influencing the behavior of the people who they have to manage in the best possible way.

The managers are always keen to spot situations that tend to reinforce the required behavior. The right behavior, in this case, is one that results in the achievement of the management goals and objectives that managers of an organization have decided to pursue. For example, if a certain employee performance appraisal strategy seems to motivate employees, the same strategy is continually used in order to continue motivating employees to perform their tasks as described in the job description. Behavior modification has been seen to work well in areas like mental illness, general education, and mental retardation with significant insights being unearthed in these areas.

This relative success, according to Duncan (1982, p. 1) provided a good occasion for the focus to be put in many untouched areas, including industry, business, and governmental organizations. Today, note Hermann, et al (2010, p. 24), Behavioral-Based Safety (BBS) methods are very commonly used.

They are often used to complement traditional safety methods. Herman, et al (2010, p. 25) give the example of automobile plants in Mexico where they compare the efficiency of BBS methods in two different automobile parts plants. In these two sister companies, it was noted that the methods adequately addressed the behaviors of all managers, safety interventions could now be carried on time, and there was a reduction in the number of injuries that were reported.

References

Duncan, P, (1982), Current Topics in Organizational Behavior Management, (Vol. 3), Harworth

Press, New York.

Herann, J, Ibarra, G, & Hopkins, L. (2010). ‘A Safety Program That Integrated Behavior-Based

Safety and Traditional Safety Methods and Its Effects on Injury Rates of Manufacturing

Workers’, Journal of Organizational Behavior Management, Vol. 30, no. 1 pp. 6 – 25.

Milia, L, & Birdi, K. (2009), The relationship between multiple levels of learning practices and

objective and subjective organizational financial performance, Journal of Organizationa

l Behavior. Vol. 31, no.4, pp. 481-498.

Wilder, D, & Squires, J, (2010). ‘A Preliminary Investigation of the Effect of Rules on Employee

Performance’, Journal of Organizational Behavior Management, Vol. 30, no.1, pp. 57 –

69.

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