Behavior and management - insights from the work of John B. Watson

According to Watson (1913), “the world of physical objects (stimuli, including here anything which may excite activity in a receptor), which forms the total phenomena of the natural scientist, is looked upon merely as a means to an end. That end is the production of mental states that may be ‘inspected’ or ‘observed’ (Watson, 1913, p. 158). Individual actions, thoughts, etc are measured or proposed and often pre-determined based on responses to the outward environment. This process can be directly applied to determining how management strategies, principles and or objectives can assist in making managerial approaches more efficient.

This will also show how in some instances these same methods must be re-evaluated based on how individuals (employees) respond based on the conditions of the environment, if responses (physical or verbal) are negative what should be changed if at all and why? Public behavior and the process of studying it serves its purpose “only in so far as [the behaviors] may throw light upon conscious states;” however, the actual mental process is not the focus (Watson, 1913, p. 159).  Studying behavior is a foundational component to understanding how to implement managerial strategies, which involve, ethics, compensation (not just financial but any delegative process) and culture (environmental), all of which will be initiated and cultivated through various methods of communication.

Change in managerial settings are often focused on the individuals first then the surrounding environment (the workplace). This approach will always lead to a stagnate display of progress. Watson (1913) stated, “the attack is [generally] made upon the observer and not upon the experimental setting” (p. 163). We must first determine if the displayed behavior is supported with a legitimized concern of how a process, management strategy or business procedure affects production or if the individual (employee) is just being difficult. If the behavior expresses a legit concern, what is the cause and why the response? Steps to improve and or change the ineffective process or strategy should then be pursued. This view supports the idea of change within an organization as dependent upon how behavior is both interpreted and acted upon based on what is reciprocated with each cultural evolution. Culture can be defined as “the totality of equivalent and complimentary learned meanings maintained by a human population [within any setting], or by identifiable segments of a population [also within any setting], and transmitted from one generation to another” (Segall, 1986, p. 527). This is not referring only to generations consisting of age but also concerning transitions of any sort.

For instance, there are shifts, which take place within the culture of an organization both large and minute. It could be as small as changing or updating the company’s phone system or as grand as expanding into an international corporation. Therefore, it is the duty of the organization (management) to be sensitive to these cultural developments in order to understand where the organization has the potential of progressing to. This can be observed through behavior. If I were to sit down and chat with John B. Watson, I would ask him the following questions:

1.         In relation to your beliefs of behavior, what is your view on the culture of modern organizations?

2.         After review of these modern organizations, concerning behavior in the workplace, do you still “feel that behaviorism is the only consistent and logical functionalism” (Watson, 1913, p. 166).

3.         Now that you’ve reviewed these modern organizations, would you promote introspection as more than just an abridged method of observing behavior?

4.         According to McGowan (2008), necessity encapsulates everything that renders human action nugatory. The necessary is what will happen regardless of or despite anything that any human does. The necessary must  occur—and nothing you or I do will make any difference” (p. 35). Not referring to possibilities but concerning instances of necessity (including those in professional settings), how does human behavior play an adequate role in evoking change (whether individual, political, social/environmental and managerial) beyond the effects of necessity?

5.         Despite the inability to control habit during your efforts with the young birds (Watson, 1913, p. 167), what would your suggestions be for developing stimuli to effectively incorporate habitual or subconscious behavior into the managerial process?

Watson would respond to these questions still supporting his stance on behaviorism. However, I do believe he would initiate additional observations with the changes in management that have occurred so far.

References

Watson, J. B. (1913). Psychology as the behaviorist views it. Psychological Review. 20(2), pp. 158-177.

Segall, M. H. (1986). Culture and behavior: psychology in global perspective. Annual Review of Psychology, 37(1). pp. 523-564.

BUSINESS TIDBIT

“The relationships between management and employee or between all members of an organization never appear closer than during a crisis. Regardless of whether or not an individual has direct exposure to the crisis, an actual reponse of genuine care or a fake is generated. A bond, regardless of how impractical or lasting is created.  Either way, the individual actually affected by the crisis is treated and feels as if the whole actually does care.

Why can’t this type response and communication occur on a regular basis in organizations? Something is missing. Regardless of personal vendettas and goals, all members of an organization are after one objective; the success of the company. This does not refer to an overly exaggerated display of misguided and unwanted emotions but the intent should be to assist and support as frequently as possible in order to achieve success” (Belin, 2013).

Foundations Are Over - Time for the Big Dogs!!

I made it through the Foundations in Management Course!!

I am now in my first official course beyond the introduction course, which actually seems like a regular course. I realize now how petty that sort of thinking was. It is so nerve-rackingly stressful and the pressure is constant to be the best you can be. For yourself, the institution you represent and society itself). 

Even though this is not a recruitment commercial (haha), that catchy phrase fits perfectly. It's exciting because I can already see a glimpse of what awaits me when I complete this journey. 

Stay with me everyone, this is going to be one heck of a ride!!

Excerpt of Ethics and Communication in the Workplace

The following is a topic I have recently become intrigued with and will continue to pursue. Here is an excerpt from a paper sourced as follows:

Belin, B (2013). Organizing Your Paper. Walden University - Foundations in Management Course. Vol 1, p. 1-7.

Excerpt with additional sources:

Effective communication within an organization is often the area where the most error or inefficiency occurs. Members of management are often blind-sided by compensation rather than results. “Rather than simply seeing people in traditional business roles, such as customers, employees, or suppliers, moral imagination means going further, and “searching out places where people are likely to be hurt by decision making or behaviors of managers” (as cited in Mahoney and Litz, 2000, p. 256). The lack of this is evident for most organizations, internally (between management to management or management to employee and vice versa) and externally (interactions between members of the organization and customers or members of society). “Moral imagination means proactively putting oneself in another’s position: however, it also means imagining and feeling even that which disgusts us. Furthermore, it means understanding what is but, more important, envisioning what could be” (Mahoney and Litz, 2000, “Toward Moral Imagination in Management Decision Making: Werhane’s Conceptualization,” p. 257). The opposite approach will inevitably lead to unethical codes of conduct.

The interests of the consumer and or employee have often been in the forefront for most organizations. Most owners realize that without these components the organization would not exist. “The main differences of handling values can be seen in the way values are communicated: as a fixed part of their structure or as a medium for ethical communication to create an organizational framework” (Schnebel and Beinert, “Value communication in organizational processes,” para. 1). Employees are more likely to stay with an organization if management practices ethical behavior. This is evident in how tasks are delegated, compensation is dispersed to employees, etc. “Organizations push their values in the direction of their tasks” (Schnebel and Beinert, 2004, p. 209). If these values lack morality then the ethical commitment of the company and all associated members will be unethical. “Ethical commitment is the acceptance of values of the company (or team) for you and your colleagues to build a social group” (Schnebel and Beinert, 2004, “Ethical commitment as a process of communication,” p. 210) In order to fit in you either accept the ethical standards of the group or you do not. If those standards lack moral values, the code of ethics will reflect the same and remain unethical.

Resources:

Mahoney, J., Litz, R. (2000). Moral Imagination and Management Decision Making. Academy of Management Review. 25(1), p. 256-259.

Schnebel, E., Beinert, M. (2004). Implementing Ethics in Business Organizations. Journal of Business Ethics. 53(1/2), p203-211. 

Thanks for reading!

Random quote/question for today......and Go!

“Applied knowledge or hands on experience……both are needed, which is more important?”

Half-Way Through the First Class - Update for last week

Hello everyone,

It has finally hit me!! The higher level of study expected for successful completion of a doctoral degree has finally peeked it's head into the classroom. Up until last week, I must honestly say I was really settling in (comfortably), which was probably dangerous.

Two management theories; Total Quality Management (TQM) and Taylor's Scientific Management (Taylorism), were introduced in class last week. As the class discussion deepened, a total of 7 additional methodologies and theories were mentioned, used as cross reference and comparison for the first two; TQM and Taylorism, that were used as the initial catalyst for the discussion.

Even though the amount of assignments were decreased by half this week, the amount of research required to complete them efficiently, as you may expect, has doubled. I admit, my scholarly aptitude and awareness has been challenged and I received a glimpse of what is in store for me as I continue in this program. It's exciting!!

Here is an excerpt from a discussion post this week. I encourage you to do some research on your own concerning how Total Quality Management and Scientific Management will or can benefit your place of business or study.

Total Quality Management Theory (TQM) - Discussion Excerpt

"This theory was examined by reviewing “Total Quality Management – The Critical Success Factors” (Porter & Parker, 1993). In order for TQ Management to be successful, each member of management involved must be committed to each stage of the process. The importance of total commitment is vital when moving from necessary management behaviors (first factor) to strategy for implementation of TQM (second factor). If the correct behavior, mindset, and foundation are not present, implementing the strategy will not be successful. Also, if the level of commitment to producing adequate behavior or mentality is not present, TQM will not be implemented with the same passion or level of commitment to subordinates (other employees). Success for all will not be the main concern" (Belin, 2013).

Taylor's Scientific Management - Discussion Excerpt 

"Frederick Winslow Taylor’s principles of scientific management were briefly examined by viewing the article, “The Relevance of Scientific Management and Equity Theory in Everyday Managerial Communications Situations” (Bell & Martin, 2012). According to Bell & Martin (2012), most workers and especially members of management are not aware that Taylor’s Theory of Scientific Management is being implemented (at least to some degree). Company production becomes more efficient when members of management are aware of Taylor’s system and purposefully incorporate it into the system of operation" (Belin, 2013).

Resources

Belin, B. (2013). Walden University Portal. Approaches in Management – Thread: Discussion – Week 6. Retrieved from https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_3461927_1%26url%3D#global-nav-flyout 

Bell, R. L., & Martin, J. S. (2012). The Relevance of Scientific Management and Equity Theory in Everyday Managerial Communications Situations. Journal of Management Policy and Practice, 13(3), pp. 106-115.

Porter, L. J., & Parker, A. J. (1993). Total quality management – The critical success factors. Total Quality Management, 4(1), pp. 13-22.