"Don't let any human being bring you low enough to hate him."
"In the end we will not remember the words of our enemies but the silence of our friends."
Martin Luther King.
Relationship neohuman school
Objective: Analyze the approaches and contributions of the various authors, in theory and analyze the characteristics.
1. Basis of his theory
The school or theory of the Neo-human relationshipist or also called the theory of human behavior, is considered a continuation of the theory of human relations, which it criticizes along with the bureaucracy, because I consider that I never treat the human factor individually.
This theory analyzes people and their behavior individually on the basis that motivation improves the productivity of the company.
The approach of this school is basically to consider relationships in the organizational field as the relevant factor to manage organizations with adequate efficiency and productivity.
For a better understanding of human resources in the workplace; it is important to know the causes that originate human behavior. The behavior is caused, motivated and goal oriented. In this sense, by managing motivation, the administrator can operate these elements in order for his organization to function properly and its members to feel more satisfied and achieve its realization as long as the other variables of production are controlled.
Seen this way, the main characteristics of the new human relationships can be reduced to the following:
- Updates concepts of human relations and structuralism Develops more sophisticated techniques for the control of human relationships Seeks to increase efficiency through greater productivity of the workforce One of the main theories is management by objectives. the participation of the worker as in theory Y. Theory Z arises, where the worker participates in the objectives of the company.
Advantages of this theory
- Recognize a merit and that helps the worker to feel important, Communication is what predominates when analyzing group behavior, people should not care about the problems that the other has at work. This is not external as communicating, it refers to dialogue and teamwork collaboration. Visualize the diversity of people, so you cannot treat everyone the same. Make the worker feel not useless layers, that he feels that he really contributes something and it is not only a utensil.
Needs of this theory
- Physiological; have food, water and oxygen. Safety; feel safe from harm Social esteem; Know that the people you love appreciate you. feel good about yourself Self-actualization; strive for one's own development.
2. Theory "X" and "Y"
The author of Theories "X" and "Y", Douglas McGregor, is one of the most influential figures of all time in human resource management. His teachings are still widely applied today despite having supported the weight of more than four decades of managerial theories and models. McGregor in his work The Human Side of Organizations (1960) describes two ways of thinking in managers which he called "Theory X" and "Theory Y". They are two opposing theories of direction; in the first, managers consider that workers only act under threat, and in the second, managers are based on the principle that people want and need to work.
Douglas McGregor exposes his theory to us in the field of motivation as in the field of leadership which is based on a question “How do administrators see themselves in relation to others? The theory x and the theory y are two sets of his assumptions of the nature of people.
These two theories are exclusive ways of perceiving human behavior adapted by managers to motivate employees and obtain high productivity.
Theory "X"
It is based on the old threat model and the presumption of mediocrity of the masses, it is assumed that individuals have a natural tendency to leisure and that work is a form of punishment, which presents two urgent needs for the organization: supervision and the motivation.
The premises of theory X are:
- Average human beings possess inherent dislike for work and will avoid it as much as possible Given this human characteristic of dislike for work, most people must be coerced, controlled, directed, and threatened with punishment in order to exert the efforts necessary for it. Meeting Organizational Goals - Average human beings prefer to be directed, want to avoid responsibility, have limited ambition, and above all, they crave security.
This behavior is not a consequence of the nature of man. Rather, it is a consequence of the nature of industrial organizations, their philosophy, policy and management. ”McGregor
Theory "Y"
The Theory Y managers consider that their subordinates find in their employment a source of satisfaction and that they will always strive to achieve the best results for the organization, thus, companies must release the skills of their workers in favor of said results.
The assumptions that support the "Y" Theory are:
- The invention of physical and mental effort at work is as natural as play or rest External control and the threat of punishment are not the only means to produce effort aimed at the fulfillment of organizational objectives People exercise self-direction and self-control in favor of The goals they commit to. The degree of commitment to the goals is commensurate with the importance of the rewards associated with meeting them. Under the right conditions, average human beings learn not only to accept responsibility, but also to pursue it. The ability to exercise a relatively high degree of imagination, ingenuity, and creativity in solving organizational problems is widely, not narrowly, distributed in the population. Under the conditions of modern industrial life,the intellectual potentialities of average human beings are only partially utilized
Theory Y is the forerunner of the integration of individual and corporate objectives, on which quality circles are based, for example.
Taking into account the two theories, the first "Theory x" is limiting the possibility of giving ideas due to the fact that workers are subordinate and governed by an imposing superior since the control that is presented is external, leaving aside privileges that are obtained as employees.
In the "Theory and" it would not be suitable because it is always necessary to regulate work activities, it is necessary to have a control and to keep an order but there must be some kind of recognition for employees.
Neither of the two would be functional if they were worked individually because each one has a different focus and workers are affected in both theories.
If it were a fusion of the two theories, there would be a work motivation guideline, it is clear that you must work under control and guidelines that are managed as companies and it is clear that you must have and also entities that regulate the proper functioning and that each of the activities carried out are correct but as long as the work is done without any type of pressure and that both needs are met in the integration.
After making the theories known through this essay, we have been able to know and know a little about what can happen in different organizations which can lose everything due to an employee error.
3. Administration by objectives (APO)
"Management by objectives" (APO), also called "management by objectives" or "management by results", is a managerial approach that dates back to the 1960s. Based on certain fundamental concepts established by Peter Drucker.
Definition:
It is a management approach that, based on the systems model, is aimed at achieving results. Where each position defines its objectives in terms of results to be achieved (and not activities) that are coherent, specific, priority, challenging, and aimed at permanent improvement;
Through a leadership style that privileges participation and delegation. So that these objectives provoke the motivation of the personnel, underpin the planning and the management control and serve as a frame of reference for the administration of the human resources.
origins
Administration by objectives (APO) or administration by results constitutes a fairly widespread administrative model and fully identified with the pragmatic and democratic spirit of neoclassical theory. Its appearance is recent in 1954 Peter F. Drucker, considered the creator of the APO, published a book in which he characterized it for the first time.
The APO emerged in the 1950s, when American private companies were under severe pressure. Since the Keynesian intervention during the depression that followed the crisis of 1929, capitalism suffered successively greater government interference and controls, as it was believed that national decisions could not depend on the action of businessmen.
The 1950s businessman was aware. From profit margins and the need to cut expenses, and focused more on results than scattered efforts. The economic pressure of the time generated "pressure management" within companies, but the pressure exerted on managers did not lead to better results.
This is due to the fact that the leaders of the companies interpreted as rebellion the apathy of the managers to produce the expected results. In response, the companies tightened the controls and with that the vicious circle was further closed: greater control, greater resistance; greater resistance, greater control. It was then that a way was sought to balance the objectives, admit greater participation, decentralize decisions, allow self-control and self-evaluation, providing greater freedom and greater flexibility in controls.
Management by objectives emerged as a method of evaluation and control over the performance of rapidly growing areas and organizations. Initially, it constituted a financial evaluation and control criterion.
As a financial criterion it was valid, but in the global approach of the company it brought as a consequence a professional distortion, since the profit and cost criteria are not sufficient to explain the social and human organization. The response of the organization's middle and lower levels to this criterion was discontent and apathy, which led to conflicts between middle and lower level officials and senior management.
It was then that the ideas of decentralization and management by results began to emerge. The only way that management found to reverse the process described above was by decentralizing decisions and setting objectives for each key area: everyone would choose “how” to achieve the results. Staff bodies were eliminated, leaving each division in charge of creating the “services that are needed to achieve the objectives”, which strengthened the position of authority of each operational chief.
characteristics
APO is a technique for managing efforts through planning and administrative control based on the principle that, in order to achieve results, the organization first needs to define in which business it is operating and where it intends to go. Initially, the annual objectives of the company are established, formulated on the basis of a plan of long-term objectives (which can be five-year or ten-year), and the objectives of each manager or department, based on the annual objectives of the company.
The APO is a process by which the managers, principal and subordinate, of an organization identify common objectives, define the areas of responsibility of each in terms of expected results and use these objectives as guides for the operation of the company. Common and safe objectives are achieved that eliminate any doubt from the manager, along with a cohesion of efforts oriented towards the main objectives of the organization. Thus, the expected performance of a manager must be a reflection of what is expected in terms of achieving the company's objectives; their results must be measured by their contribution to the success of the business.
The manager has to know and understand what, in terms of performance, is expected of him based on the goals of the company, and his superior must know what contribution he can demand and expect from him, judging him accordingly.
The ÁPO is a dynamic system that integrates the need of the company to achieve its profit and growth objectives, with the manager's need to contribute to its own development. It is a demanding and balanced style of business administration. In the APO, the main and subordinate managers of an organization define, together, their common goals and specify the main areas of responsibility of each position, in relation to the expected results of each, using these measures as guides to improve the operation of the sector and to verify the contribution of each of its members.
The APO is, therefore, a method by which the administrator and his superior jointly define the goals and specify the responsibilities for each position, based on the expected results, the latter becoming the performance standards under which the managers will be evaluated. After analyzing the final result, the manager's performance can be objectively evaluated and the results achieved can be compared with the expected results.
In summary, the APO has the following main characteristics:
- Joint establishment of objectives between the executive and his superior; Establishment of objectives for each department or position; Interrelation of departmental objectives; Elaboration of tactical plans and operational plans with emphasis on measurement and control; Continuous evaluation, review and recycling of the plans; Active participation of the management; Intensive support from the staff during the first stages.
Benefits
For the subordinate:
- It allows you to know exactly what is expected within you It allows you greater freedom of action Your achievements are recorded in an objective way It allows you to objectively "demonstrate" why something could not be achieved It allows you to focus on specific areas Every lower boss constantly has an idea of what is their situation in relation to work and before the company The above allows the boss to be convinced of fairness in promotions or promotions It allows every boss to give their views against the goals that are intended to be pointed out, but not after They were not achieved, not under the pressure of discussion or conflict, but, as it were, "cold" Always knows what is expected of him Knows how he has managed to improve or overcome his deficiencies Goals are not going to be imposed on him,rather, perhaps he is going to choose the area in which improvements are to be made.
For the boss who applies it:
Binds everyone in responsibility for achieving results
- The qualification of subordinates is objective and indisputable Concentrates supervision in a few areas but which are the main ones Eliminates the need to discuss "the degree" of accomplishment The boss receives ideas about improvements that sometimes he would not have come up with Has been better comply with the organizing principle: "Responsibility is not delegated, it is shared" Demands greater communication with your subordinates Forces each boss to fulfill their vital role: to make their subordinates achieve results.
For the efficiency of the company:
All bosses who work in this system respond much better to precise, concrete goals that are achievable in the short term.
- It facilitates greater delegation It establishes personal responsibilities It allows to pay salaries and salaries for efficiency eliminating, or at least reducing the discussions about paying salaries It facilitates and stimulates the formation of a work group It is a basis for the development of officials.
Limitations
- Coercion of subordinates Approval of incompatible objects Excess stationery Focusing on results more easily measurable than on more important results Rigid pursuit of objectives that could be abandoned It will necessarily require spending more time initially than bosses ordinarily occupied
4. Followers of the neohuman relationalist school
Douglas mcgregor
Douglas mcgregor
An American economist, he was a professor at MIT's Sloan School of Management of Management and president of Antioch College from 1948 to 1954. He also taught at the Indian Institute of Management in Calcutta.
Born: 1906, Detroit, Michigan, United States
Date of death: October 1, 1964, Massachusetts, United States
Education: Harvard University.
His main works; The human side of organizations, the "X" and "Y" theories
Abraham Maslow
(New York, 1908 - California, 1970) American psychiatrist and psychologist. Promoter of humanistic psychology, which is based on concepts such as self-realization, higher levels of consciousness and transcendence, she created the theory of self-realization that bears her name.
In works such as Motivation and Personality (1954), Psychology of Being (1962) and The Psychology of Science (1966), Maslow postulated that each individual has hierarchical needs -physiological, affective, self-realization- that must be satisfied, and that the fundamental objective of psychotherapy must be the integration of being. Each hierarchical level dominates at each moment of achievement and the lower needs in the hierarchy (food, shelter or affection), if they are not supplied, prevent the individual from expressing or desiring needs of a higher type.
Maslow's theory of self-realization is located within holism and humanistic psychology and starts from the idea that man is an integrated and organized whole, without differentiated parts. Any reason that affects a system affects the whole person.
Maslow carried out a critique of the theories on motivation of Freud and Hull. According to Maslow, Freud's model only describes the neurotic behaviors of subjects who do not tolerate frustrations, while Hull's theory deals exclusively with organisms driven by a deficit situation.
Abraham Maslow
Frederick Herzberg
Frederick Irving Herzberg was a renowned psychologist who became one of the most influential men in business management.
Date of birth: April 18, 1923, Lynn, Massachusetts, United States.
Date of death: January 19, 2000, Salt Lake City, Utah, United States.
Education: City College of New York, University of Pittsburgh.
His work "motivation and hygiene factors" expresses them as follows:
Frederick Herzberg
Rensis Likert
He was an American educator and organizational psychologist and is known for his research on management styles. He developed the Likert scale and the linkage model.
He was the founder of the Institute for Social Research at the University of Michigan and was its director from its creation in 1946 to 1970. He devoted special attention to research in organizations. During the 1960s and 1970s, his books on management theory were extremely popular in Japan, and their impact is visible on the organization of modern Japanese companies. He founded Rensis Likert Associates, a consulting firm to serve numerous companies.
5. Creative management and "Z" theory
William Ouchi
Author of the book Theory Z, in chapter 1 entitled "What can be learned from Japanese organizations." State and comment on the following:
“A few years ago when I was in Japan conducting research, I visited a plant that was owned and operated by a US company. Unlike other Japanese plants that also had their unions, this one had recently gone through a strike. The manager of the plant, an American, described the situation they had experienced to me: we were warned about six weeks before. On the day designated for the strike, a group of men with banners forced us to close for the day. But how great was my surprise when looking out the window at five in the afternoon, not only had the banners and propaganda flyers disappeared,instead the workers were picking up all the coffee cups and cigarette butts leaving the area completely clean! The next day they made up for production that was lost the day before, without incurring overtime! Since I didn't understand what was happening, I asked one of them to explain. ' 'We had some complaints against the management, replied the worker. The only way to let them know the seriousness of our situation was to suspend work. But this is also our company and we don't want you to think that we are unfair. "The only way to let them know the seriousness of our situation was to suspend work. But this is also our company and we don't want you to think that we are unfair. "The only way to let them know the seriousness of our situation was to suspend work. But this is also our company and we don't want you to think that we are unfair. "
Lifetime employment
The most important characteristic of the Japanese organization is that the worker has a job for life, rather than a single policy, it is a precept under which a large number of facets of life and work in Japan are integrated.
Although employment for life is the ideal of workers and the goal of employers, it is not universal in Japan. Not all companies can create the stability necessary to be in a position to offer a job for life.
Lifetime employment means that a major company or government agency hires once a year, in the spring, when young people graduate from high school, high school, and college. A large firm that employs only “newbies” hires a long list of new employees at a time, even if it doesn't have jobs for all of them right away. Promotions are only internal and that person who has one, five or twenty years in any company will not be employed, or even considered by another. Once inside, the new employee keeps his job until his mandatory retirement reaches 55 years of age. None of these will be fired unless they commit some serious crime. A dismissal is a harsh sanction,since the individual who has been relieved of his position has no hope of finding employment in any company of the same category, and must therefore turn to either a smaller company that pays lower wages and offers little security, or choose to return to your hometown. Upon reaching 55 years of age, all employees, except the firm's top managers, must retire. The company pays them an amount, however, there is no pension or social security.there is no pension or social security.there is no pension or social security.
In evaluation and promotion, employees only after 10 years are considered for a promotion, this due to the lifetime employment policy. Lifetime employment, performance appraisal, and career path are just some of the working conditions that encourage Japanese employees to achieve incredible levels of productivity. No less important than these, the managerial functions of each organization, from the decision-making process to attitudes and values, set the stage for effective operations.
Steps of the "Z" theory
William Ouchi discusses how companies can meet the Japanese challenge. In practice, it establishes the following steps of theory Z:
First step:
Understand the Z organization and your role. To begin, ask each of the managers involved to do some reading and familiarize themselves with the ideas of Theory Z.
Second step:
Analyze the philosophy of your company. The statement of the objectives of your company, its philosophy gives the individual the sense of the values with which they must work and according to which they must live.
Third step:
Define the desired management philosophy and involve the company leader. Once the practices that prevail in inappropriate have been fully clarified, which ones are at odds with other practices and where the omissions are.
Fourth step:
Put the philosophy into practice by creating both structures and incentives. In a sense, the formal system, which determines who should be accountable, who it serves, this to cover occasional errors in information and cooperation.
Fifth step:
Develop skills for human relationships. The skill required to treat clients, and even family, is what people must learn to apply to colleagues and co-workers.
Step Six:
Evaluate your own performance and the results of the system. It is always difficult to convince directors of the unity of the scientific method.
Seventh step:
Involve the union. At some point, preferably before significant changes in working conditions are discussed.
Eighth step:
How to make employment more stable. Job stability is, in part, one of the directive results of the policy.
Nineth step:
Make decisions using a slow process of evaluation and promotion. The movement is relative. The young generations are impatient. Although these two aphorisms remain constant, it is vitally important to slow down the evaluation and promotion process in order to make employees aware of the importance of long-term performance.
Step 10:
Expand professional horizons. In recent years, as it has become more apparent that the U.S. economy has entered a recession phase, research has focused on the middle-aged, middle-aged professional executive who has little chance of continuing. making progress.
Eleventh step:
Prepare to apply the theory at the first level. Until now, all stages to implement the system have been closed to employees, professionals and managers.
Twelfth step:
Find precise places to put participation into practice. If it has been possible to achieve equitable rewards, job stability and inter-divisional coordination, then the commitment and productivity of hourly employees will have already begun to be higher.
Step thirteenth:
Allow the development of comprehensive relationships. "Integralist" relationships are more of a consequence than a cause of organizational integration.
William Ouchi concludes that the steps mentioned here are intended to be used only as a guide and as a topic for discussion; no attempt has ever been made to turn them into a magic recipe book that solves everything related to leadership development.
References
- www.fundamentosdeadmon8.blogspot.com/…/escuela-neo-humano-relacionist. www.unap.cl.www.fundamentosdeadmon8.blogspot.com/…/escuela-neo-humano-relacionist.
