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"BEHAVIORAL MANAGEMENT APPROACH" From the work of group dynamics developed by Kurt Lewin, still in its early booster of the Theory of Human Relations with the release of the book of Chester Barnard, and later studies of George Homans Sabreinstitutional sociology Group, culminating in the book by Herbert Simon on administrative behavior, a new configuration comes to dominate the administrative theory. Although the roots of this new approach can be traced much further, is fromthe 50s which develops initially in the U.S., a new conception of Directors, br

inging new concepts, new variables and, above all, a new vision of theory management based on human behavior in organizations. The behavioral approach marks thestrongest emphasis on the behavioral sciences in management theory and the pursuit of democratic and flexible solutions to organizational problems. The behavioral approach grew out of behavioral science, particularly organizational psychology. The behavioral sciences have toasted the administrative theory with a variety of conclusions about the nature and characteristics of human beings, namely:1. the human being is endowed with a social animal needs. Among these needs emerge gregarious needs, ie, tends to develop cooperative and interdependent relationships that lead to living in groups or social organizations, 2. man is an animal endowed with a psychic system, ie, is able to organize their perceptions in anintegrated manner that allows a perceptual and cognitive organization common to

all human beings, 3. human being has the ability to articulate language with abstract reasoning, in other words, has communication skills 4. man is an animal with a willingness to learn, ie to change their behavior and attitudes toward higher standards and effective; 5. human being has his goal-oriented behavior, verycomplex and changeable. Hence the importance of understanding the goals of basic human society in order to clearly understand their behavior 6. humans characterized pair a dual pattern of behavior: both can cooperate to compete with others. Cooperates when their individual goals can only be achieved through the jointefforts and collective responsibility when their goals are pursued and contestedby others. The conflict becomes a virtual part of all aspects of human life. Itis with the behavioral approach that the concern shifts from structure to processes and organizational dynamics, ie with the organizational behavior. Althoughthe predominant emphasis on people, opened to the Theory of Human Relations, but

within an organizational context. BEHAVIORAL THEORY OF MANAGEMENT

Although the emphasis remains on people, the Behavioral Theory (or Theory Behaviorist) Administration came to signify a new direction and a new focus within themanagement theory: the incorporation of the behavioral sciences, the abandonment of prescriptive and normative positions of previous theories and the adoptionPositions explanatory and descriptive.

A Behavioral Theory of the Administration has its greatest exponents in HerbertA. Simon, Chester Barnard, Douglas McGregor, Chris Argyris and Likert Rensis. Strictly within the field of human motivation are emphasized Abraham Maslow, Frederick Herzberg and David McClelland. ORIGINS OF BEHAVIORAL THEORY The origins of

the Behavioral Theory of Directors are as follows: 1. The fierce opposition of the Theory of Human Relations (with its strong emphasis on the people) in relation to classical theory (with its strong emphasis on the tasks and organizationalstructure) walked slowly to a second stage: a Behavioral Theory. This now represents a new attempt to synthesize the theory of formal organization with the focus of human relations. 2. A Behavioral Theory is, at bottom, an offshoot of the Theory of Human Relations, with which it shares some fundamental concepts, usingthem as starting points or reference and recasting them deeply. It also rejectsthe naive and romantic conceptions of the Theory of Human Relations. 3. A Behavioral Theory criticizes the Classical Theory, the theory of formal organization,the general principles of management, the concept of formal authority, and the position of the rigid and mechanistic classical authors. 4. With the Behavioral Theory came the incorporation of Sociology of Bureaucracy, broadening the field o

f management theory. Also with regard to the Theory of Bureaucracy, the Behavioral Theory proves to be much criticism,especially with regard to the "machine model" that one adopts as a representative of the organization. 5. In 1947 the United

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States comes a book that marks the beginning of the Behavioral Theory in Administration: The Administrative Behavior, Herbert A. Simon. This book, which achieved great effect, constitutes an indiscriminate attack the principles of the Classical Theory and acceptance - with necessary repairs and fixes - the main ideasof the Theory of Human Relations. The book is also the beginning of the so called Theory of Decisions. Thus, the Behavioral Theory appears in the late 40's witha total redefinition of administrative concepts: to criticize previous theories

, behaviorism in the Administration not only reschedule the approaches, but rather expands and diversifies its content to its nature. To explain the organizational behavior, the Behavioral Theory is based on the individual behavior of people. To explain coma people behave, it is necessary to the study of human motivation. Thus, a key theme of the Behavioral Theory of Directors is human motivation,in which the field theory has received voluminous administrative assistance. During the Theory of Human Relations, found that the man is considered a complex animal endowed with complex needs and differentiated. These needs

guide and strengthen the human behavior toward some personal goals. Once a needis satisfied, then comes another in its place within an ongoing process that hasno end, from birth to death of people. The authors found that the behaviorists

administrator needs to know the human need to better understand human behavior and use of human motivation as a powerful means to improve the quality of life within organizations and thereby gain the membership of those who work there. Maslow's Hierarchy of Needs Maslow, a psychologist and an American consultant presented a theory of motivation, according to which human needs are organized and arranged in levels, a hierarchy of importance and influence. This hierarchy of needs can be visualized as a pyramid. At the base of the pyramid are the most primitive needs (physiological needs) and the top, needs more refined (the need for self-realization), each with the following meanings: 1. Physiological needs: theyare the lowest of all human needs, but of vital importance. At this level are the need for food, rest, shelter, sex, etc.. The physiological needs are linked tothe survival of the individual and the preservation of the species. They are instinctual needs, which are born with the individual. Are the most pressing of al

l human needs: When some of these needs are not met, it strongly dominates the direction of behavior. A person with an empty stomach has no greater concern thanfood. But when you eat regularly and adequately, hunger remains an important motivation. When all human needs are unmet, the greater motivation is the satisfaction of physiological needs, and the individual's behavior is intended to find relief from the pressure that produce these needs saber body. 2. Safety Needs: They are the second level of human needs. Are the needs of security and stability,for protection against the threat or deprivation, to escape danger. Arise in the behavior when the physiological needs are relatively satisfied. When the individual is dominated by security needs, your body is strongly oriented towards thesearch for satisfaction of that need. Security needs are of great importance inhuman behavior, since every employee is always in a dependent relationship withthe company, in which arbitrary administrative actions may cause uncertainty orinsecurity in the employee about their job retention. If these actions or decisions reflect discrimination or favoritism or any administrative policy unpredictable and can become powerful activators of insecurity at all levels of the company. 3. Social needs: the behavior arise when the lower needs (physiological andsafety) are relatively satisfied. Among the social needs are the need of association, participation, acceptance from peers, exchange of friendship, affection and love. When social needs are not adequately met, the individual becomes resistant,antagonistic and even hostile about the people around you. In our society, thefrustration of needs for love and affection leads to a lack of social adjustmentand loneliness. 4. Needs of self-esteem: the needs are related to the way the individual sees and evaluates. Involve self-assessment, self-confidence, the needfor social approval and respect, status, prestige and respect, of confidence be

fore the world, independence and autonomy. The satisfaction of these needs leadsto feelings of self-confidence, value, power, prestige, power, capability and utility. Their frustration may

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produce feelings of inferiority, weakness, dependence and helplessness which, inturn, can lead to discouragement or compensatory activities. 5. Need for self-realization: human needs are higher and those at the top of the hierarchy. Are the needs of each person performs their own potential and self-development continually. This tendency usually expresses itself through the impulse of the person taking up ever more of what is and to become all that it can be. Finally, these r

equirements take the form and terms vary greatly from person to person. Their intensity or expression are also extremely varied, according to individual differences among people. The theory of Maslow's hierarchy of needs assumes the following: 1. Only when a lower level needs are satisfied or adequately answered is that the immediate higher level emerges in behavior. In other words, when a lower level need is satisfied, it ceases to be motivating, providing opportunity for ahigher level can develop. 2. Not everyone can get to the top of the pyramid of needs. Some people - thanks to the circumstances of life - come to care greatly in need of self-realization, others parked on the needs of esteem, even in othersocial needs, while many others are occupied exclusively with physiological andsafety needs, they can not respond to them appropriately. They are called "excluded." 3. When lower needs are reasonably satisfied, the needs located at the hig

hest levels begin to dominate the behavior. However, while some lower-level needno longer be satisfied, she returns to dominate behavior while generating tension in the body. The need for more important or more urgent monopolizes the individual automatically organize the mobilization of the various faculties of the body to meet it. 4. Each person always has more than one motivation. All levels work together in the body, dominating the higher needs of the lowest, provided they are sufficiently satisfied or satisfied. Every need is closely related to thestate of satisfaction or dissatisfaction of other needs. Its effect saber body is always global and set and never isolated. 5. Any motivated behavior is like achannel through which many basic needs may be expressed or met together. 6. Anypossibility of frustration or frustration of satisfaction of certain needs is considered a psychological threat. This threat is what produces the general emergency reactions in human behavior. Several researches have not come to scientifica

lly confirm Maslow's theory and some even overturned. However, Maslow's theory is sufficiently well structured to offer a framework and useful for guiding the action of the business executive.