Human organizations are functional systems which are affected by environmental forces to cause problems such as process vagueness, lack of goals as well as goal displacement. Human service agencies are therefore in constant challenges, since most of them are formed to tackle some of the fiercest human challenges; psychological issues. Management taking considerations of the nature of human society and its challenges is likely to have better management strategies.
Fredrick Taylor formulated the scientific model of management of organizations in 1947. Basing his thoughts on the premise that reduced productivity results from misunderstandings between the workers and management, Taylor proposed a scientific assessment of workers output. He postulated that the best way to improve the general performance of an organization was to identify an above average worker and learn form his approach. Although good performance can be copied to improve performance in many fields, it might be problematic in human service due to variations in clients’ needs (Karen and Zastrow2010).
Hawthorne works in a Chicago electric company experimented in 1927 on ways to increase a worker’s output and satisfaction. Changing aspects of the working environment greatly improved the output per worker. Hawthorne effect was developed from the realization that workers condition themselves to give favorable results that can be attributed to them. Social factors are key factors in the total output delivery by an individual worker (Karen and Zastrow2010).
Y managers have the notion that their workers are self motivated, disciplined and enjoy working at all conditions. Managers must identify the type of workers they have to determine the level of stringency needed (Karen and Zastrow2010).
The environment in which an individual grows in determines the psychological development of the individual, which controls behavior alongside