Managerial Behavior And

Control Process

Prof. PUTTU GURU PRASAD

FACULTY MEMBER
INC GUNTUR
pgp4149@gmail.com
Introduction
 Responsibility of responsibility centers
lies with managers
 For accomplishing tasks set for the
unit
 Control system for evaluating
performance of responsibility centers.
 Control system – a double edged sword

Reward On Performance Punishment On Failure

Eg. Monetary Benefits, Stopping normal increments,
Status Enhancement, Delayed promotion etc.
Appreciation Of Work

 Behavioral concepts are relevant to control

systems.
Behavioral concepts includes
 Perception
 Attitudes and beliefs
 Motivation
 Goal congruence
 Inter unit conflict and cooperation
 Managerial styles
 Force field analysis
 Resistance to change
 Entrapment
 Compromising and sacrificing
 Socio cultural influence
Perception
 Management levels interact within a control
process
 Important to understand need of other
party
 Informal discussions may question the
seriousness of management
 Managers manipulate and may take
acccolades
 Leading to belief that control system unjust
 Perception therefore determines success
Attitudes and beliefs
 Shaped by learning and expereinces
 Experiences from – social, religoion,
cultural and organisational setting
 Positive attitude towards work help
achieve targets
 Attitude act as benchmark
 Eg. Snubbing without proper reason
Motivation
 Stimuli may do wonders
 Understanding motives that propel to
act important to understand
 Maslow hierarchy quite important
 Herzberg’s – hygiene factor an
motivators
 Hygiene factors (prevents
dissatisfaction) – salary, working
conditon, company policy, supervision
Motivation (cont.)
 Motivators (provide satisfaction) –
advancement, development,
responsibility, recognition,
achievement etc.
 McClelland identifies 3 basic needs –
 Need for achievement
 Need for power
 Need for extension
 Control process should allow all needs
to be fulfilled
Goal congruence
 Goals – Personal, Organizational
 Conflict May Arise Among Them
 Control Should Integrate Both Goals.
 This Is Goal Congruence
 Actions Must Serve Interest Of
Organization
 3 Important Considerations –
Congruence, Managerial Effort And
Autonomy.
Inter Unit Conflict And Cooperation
 Conflicting goals
 Resolve conflict – task of Sr.
Management
 Healthy competition to be
encouraged.
Managerial Styles
 2 Opposite Styles
 Autocratic And Democratic
 Autocratic – Goals, Strategies,
Standards Determined By Leader
 Democratic – lets the group
Determine Goals, Strategies,
Standards.
 Good style is mix of theory X and Y
Force Field Analysis
 Developed by Kurt Lewin – 2 factors
 Facilitating factors (driving forces)
and inhibiting factors (restraining
factors) in every situation
 Facilitating factors push towards
desired goals
 Restraining factors hinder movement
 Review meets for identifying these
factors
Other factors like
 Resistance to change
 Entrapment
 Compromising and sacrificing
 Socio cultural influence
Thank you