Fundamentals of Management, 8th ed


Contemporary Behavioral Science in Management



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Contemporary Behavioral Science in Management

Munsterberg, Mayo, Maslow,

McGregor, and others have made valuable contributions to management. Contemporary

theorists, however, have noted that many of the human relationists’ assertions were sim-

plistic and provided inadequate descriptions of work behavior. Current behavioral per-

spectives on management, known as



organizational behavior

, acknowledge that human

behavior in organizations is much more complex than the human relationists realized.

The field of organizational behavior draws from a broad, interdisciplinary base of psy-

chology, sociology, anthropology, economics, and medicine. Organizational behavior

takes a holistic view of behavior and addresses individual, group, and organization pro-

cesses. These processes are major elements in contemporary management theory.

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Important topics in this field include job satisfaction, stress, motivation, leadership,



group dynamics, organizational politics, interpersonal conflict, and the structure and

design of organizations.

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A contingency orientation also characterizes the field (dis-



cussed more fully later in this chapter). Our discussions of organizing (Chapters 6–8)

and leading (Chapters 9–13) are heavily influenced by organizational behavior. And,

finally, managers need a solid understanding of human behavior as they address

diversity-related issues such as ethnicity and religion in the workplace. Indeed, all these

topics are useful to help managers better deal with the consequences of layoffs and job

cuts and to motivate today’s workers.




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