BEHAVIOURAL SCIENCE AND PROJECT MANAGEMENT

 P. D. Agarwal B. E., AMIMA, MSEG, FIE (India)

Expectations from a manager

Concept of human relations

Motivating forces

Better human relationship practices

Manager's Conduct

Psycho-techniques in management

Sixth Sense

Summary

According to Dale and Michelin there are three main forces which motivate people to work willingly. These are,

i) Monetary gains.

ii) Sense of belonging to the organization.

iii) Realization of personal attainments

Each of these motivate forces have their own limitations. it appears, on the face of it, that adequate reward for the job accomplished and a fair remuneration, commensurate with an individual’s status, are obvious and adequate motivators. But it has been felt lately, and has been confirmed by various studies, that these are not sufficient forces in themselves and are not effective for a long duration. This money-motivation is short lived and is effective philosophically for ‘time-being’ only.

Sense of belonging to or involvement with the organization is comparatively a stronger and a durable motivator. The sense of belonging and involvement can be fostered by the organization in a subordinate by taking personal interest in him or her. Recognition of the work accomplished by a subordinate and informing that person that how this accomplishment corresponds with the goals of the organization is a positive step in this direction. Such a communication, even verbal one only, shall gratify the subliminal self-esteem of an employee. Adequate social and family welfare schemes for the staff shall go further in enhancing the sense of belonging. Such a working environment all over the campus can lead the subordinates to obtain a high moral and high job satisfaction. As a precaution, however, the manager should be able to differentiate, if he possibly can, between job satisfaction and individual satisfaction. Many experts, therefore, say that “individual satisfaction” is an almost meaningless concept in the large scheme of things since apathy generally takes over the sense of fulfillment.

An expert Herzberg felt that the real motivators are sense of professional achievements, interesting work, and a feeling that the accumulation of these achievements shall lead to ones personal growth and recognition in the profession.

It is possible only if there is working philosophy of “management by objective” in the organization. In this philosophy of management, the management is required to delegate responsibility and matching powers down the line to facilitate the achievement of the objectives of the organization. By doing so, the externally imposed inducement of fear is substituted with an internal self-motivating power for performance. The message given to the employees is quite obvious and intelligible - ‘what is needed is provided to you now you will have to take responsibility for your actions and outcome thereof’. This method of management is based on the principle that it is not necessary to drive subordinates towards objectives or even leading them to perform, what is necessary for efficiency is providing them an environment, which motivates them to propel themselves towards performance.

Better human relationship practices The workers may feel at home if the manager is righteous and reasonable, treats them with consideration, listens to their grievances and advises them not only on official matters but even on their personal matters if asked for. He gives them a status and a reputation to live with, and if done so, all the workers will work hard to live up to that status or reputation. Always pricking and expressing dissatisfaction without any positive suggestion for improvement do not go a long way. To err is human and this universal truth should be taken sportingly.

Some of the managers are not honest in the matter of claiming credit of a success or of an achievement. A stingy manager some times steals for himself the credit which belongs rightfully to a subordinate or to a group. This lack of integrity, either due to thoughtlessness or due to a misguided passion, causes loss of respect and command towards such a manager.

Similarly the manager should not try to shift the responsibility of any failure to his subordinates. Actually he should foster a sense amongst the subordinates that the manager provides a reasonable shield against their slips and mistakes, of course not against their misdeeds.

Another important aspect is to involve the subordinates in the project right from the beginning. Planning, organizing, scheduling etc of a project should be done involving those who are subsequently to handle it. This will not only give a sense of importance and involvement but also sensibility of responsibility in them.