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Essay / Research Paper Abstract
A 3 page paper assessing which school of management – Classical or Behavioral – a specific article suggests is more effective in today’s business environment. The article does more than only suggest that the Behavioral School is superior to Classical thought in today’s working environment. Those organizations actively excising Classical thought managerial behavior are those that can focus less on employee turnover and more on the business at hand. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgSchClasBe.rtf
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Unformatted sample text from the term paper:
under pressure as never before to retain its best workers. To be effective in reaching that goal, organizations need to know what motivate employees to stay with their employer.
One factor is management quality, and the need to operate under the principles of the Behavioral School of management. What Employees Want
A common belief not as prevalent today but still existing is that employee loyalty and motivation rests in monetary rewards, without either realizing or acknowledging individuals needs for recognition.
Formal studies and informal surveys alike reveal that while managers often will list money as the top factor in motivating employees, the employees themselves are much more likely to list
first their desire for recognition, for someone to let them know they truly have done a good job (Champy, 1998). Maslows hierarchy of
needs provides a better set of indicators. Pay is only a beginning point, not the sole reason that workers remain with their companies. Having a voice and being
able to truly make a difference comes in much higher, falling into Maslows third level in his hierarchy, that which he labels "belonging."
Years of tradition dictate that employees will work harder and more productively just for the promise of higher pay. Practice and astute observation, however, reveals that the tradition may
only be a myth with very little base in fact. Spitzer (1996) goes so far as to say "Sometimes a jelly doughnut or a handshake is as effective, if
not more effective, than a monetary bonus" (p. 45). McNerney (1996) examines some of the reasons behind the steady growth, low turnover rates
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