Behavioval Science and Human Relations - Term Paper Example

? Behavioral Science has developed scientific techniques to understand human behavior and human relations. The application of this has grown to such an extent that these findings are often used to understand human behavior in social contexts. There are several approaches which are followed to model and assess human behavior. Behavioral Science has involved extensive research in this area and has identified methodologies to connect human relations and human behavior. One standard model followed in modeling human behavior is considering human as a system which is constituted of numerous internal mental states (Pentland & Liu, 1999). It is considered that each of these internal systems possess specific control behaviors. It is assumed that the probabilities of transition between these internal states predict human behaviors in varying social contexts. The trends in these interstate transitions are calibrated and hierarchically organized by behavioral scientists to understand long term and short term human behaviors. It is these two ranges of behaviors which makes the foundation for human behavior and human relations. Such a modeling of human behavior can be helpful in many ways. These models can be used to develop human-machine systems which can assess and recognize human behavior. This could even be used to predict human behavior. Here the requirement is to have inputs for this system on the internal human states. However, the challenge here is that these human states are not readily observable. These internal states are to be estimated through an indirect estimation process. There are several researches on behavioral science which has led to the designing of models which can estimate these internal human states. For instance, Pentland & Liu (199) has used a model termed Hidden Markov Model (HDD) to undertake this assessment and were able to recognize human driving behaviors and predict the pattern of human control states. It has been claimed that they were able to do accurate predictions and anticipate human behavior even up to few seconds in future. Behavioral science uses several human systems to analyze human behavior and relations. It has been recorded that human behaviors like speech, handwriting and hand gestures can be precisely recognized through some of the assessment models(Pentland & Liu, 1999). However, very detailed properties like smoothness and continuity are required to go up to the level of accurate simulation and prediction. Sharper models are required to capture the additional properties of smoothness and continuity. The application of these behavioral models in management is based on the basic theory that every employee moves within his own unique system of human behavior. These are further influenced by the cultural, environmental and the experience based conditioning of each individual. It is important to understand these factors as it is these factors which make an individual to react in a particular when it comes to human relations. Thus it is important in management to understand these factors. It is these factors which constitutes that particular individual’s behavioral system. Thus if one could identify the factors within the behavioral system of an individual, the management will be in a position to predict that individual’s response in a given situation. The Human Relations approach The consideration of human behavior and elementary drivers of human behaviors in management has evolved as different school of thought in management, which is termed to be the human relations approach (Likert, 1961). This school of thought is however, contradictory to the conventional management concepts. While the conventional management theories rely on rationalizing of management processes, the human relations approach leaves ample space for human behavior and emotions within in management. In simpler words, classical theories of management quantify work and work routines through tangible markers whereas the human relations approach accommodates emotional and relational needs of individuals (Likert, 1961). The human relations approach stresses that the emotional and relational needs of employees are important to be considered so as to have improvement in productivity. Thus this approach is more flexible than the other classic approaches of management. The three basic principles of human relations approach in management are decentralization, participatory decision making and motivation of employees (Hersey& Blanchard, 1977). The primary principle of decentralization is entirely opposite to that of the hierarchical approach of the classical theories. It gives a lot of focus on the greater autonomy and lateral communication. There has to be coordination amongst all strata of employees as advocated by the relations approach. The participation of every level of employees in the decision making process is a unique principle of the human relations approach. This appreciation and ownership contributes to the behavioral aspects of individual employees. Thus this approach unifies the behavioral responses of individual employees as per the requirements of the organization (Cacioppo & Petty, 1982). The role of motivation in acting as a driver for human behavior has been confirmed by a number of researches. The application of these findings in management has been confirmed to be of practical relevance. Creating self motivated employees is a very important principle of the human relations approach (Hersey& Blanchard, 1977). The other two principles of the discussed management approach however contribute to this particular principle. In other words, a system which is oriented on decentralization and participatory decision making would automatically motivate the human systems within the organization. Thus organizational structures are so designed that self motivation and autonomy is rewarded. This further motivates the employees. The working relationships with the fellow employees especially with subordinates are so negotiated that there will be effective communication. These are factors which reciprocally contribute to the motivation of employees within a system which is oriented on human relations (Hersey& Blanchard, 1977). A general philosophy which is applied here is that if the individual behavioral aspects when take care of will automatically motivate the employees towards the organizational cause. This would further motivate them to lead others towards the same goal. Sourcing Human relations information is a very challenging task for the human resource professionals. Behavioral scientists have devised various scientific strategies to source information with regard to the individual’s behavioral factors leading to his human relations. The assessment of the level of one’s skills that contributes to his effective human relations can be done through customized questionnaires. However, the challenge here is to have honest responses from individuals regarding their behavioral aspects. The analysis of these questionnaires would help the Human Resource professionals to arrive at conclusions on the individual behavioral perceptions of individuals on the organizational policies and procedures. A compilation of this would give a picture of the effectiveness of the larger policies of the organization against the human relations approach of management. The emotional perception of employees on different aspects of management would help the Human Resource professionals to understand the perceived effectiveness of organizational approaches. There are several other creative approaches followed by organizations to source information on human relations. Individual behavioral factors like employee motivation can be measured separately as well. (Bernard,., Mills, & Walsh, 2006). Larger surveys on employee perceptions, structured interviews, and regular employee follow up are ideal methodologies to source human relations information. Moreover, Human Resource professionals have to have closer personal connections with employees so that there is a free flow of this information. References Bernard, L. C., Mills, M., Swenson, L., & Walsh, R. P. (2006). Measuring Motivation Multidimensionally: Development of the Assessment of Individual Motives-Questionnaire [AIM-Q]. Manuscript submitted for publication. Cacioppo, J. T., & Petty, R. E. (1982). The need for cognition. Journal of Personality and Social Psychology, 42, 116-131. Hersey, P. & Blanchard, K. (1977). Management of organizational behavior (3rd ed). Englewood Cliffs, NJ: Prentice-Hall). Likert, R. (1961). New patterns of management. New York: McGraw-Hill. Pentland A & Liu A (1999), Modeling and Prediction of Human Behavior Neural Computation 11, 229–242 Read More