Republic of the Philippines

MINDANAO STATE UNIVERSITY

SCHOOL OF GRADUATE STUDIES

EDUC 203:
SCHOOL ADMINISTRATION

BEHAVIORAL AND QUANTITATIVE

APPROACH TO MANAGEMENT
DR. CORNELIO ROLLO
PROFESSOR

JADE D. ALO
DISCUSSANT
TERMINAL OBJECTIVE:

At the end of the session, the participants will be able to

understand behavioral and quantitative approach to management

ENABLING OBJECTIVES:
1. Define behavioral approach to management
2. Define quantitative approach to management
SITUATION:
Your assistant principal has been with you for 4 years. You have tried very hard to
get him to focus on a few areas to improve, specifically, the ability to give positive,
constructive feedback. While intelligence is never in question with the AP, the
ability to communicate effectively has caused many issues with staff members and
parents. Year after year, school-created climate surveys indicate major
dissatisfaction with the assistant principal’s attitude. You have spent more time
doing “damage control” because of his confrontational manner. He has recently
met with you to discuss the possibility of applying for upcoming principal positions
and has asked you to be brutally honest and specific about his performance. You
know the potential openings are at schools in which his/her personality would not
be a good fit. Additionally, you feel as if it is time to address the negative
perception.
QUESTION

• How would you approach giving feedback to your AP?

BEHAVIORAL APPROACH TO MANAGEMENT

Focuses on individual behavior,

motivations, and social interactions.
 BRANCHES OF BEHAVIORAL APPROACH TO
MANAGEMENT

• Human Relations approach

• Behavioral Science approach
• The human relations approach to management focuses on people,
particularly the psychological and social aspects of work. This
approach to management sees people not as just extensions of
machines but as valuable organizational resources in their own right.

• Human relations management holds that people’s needs are important

and that their efforts, motivation, and performance are affected by the
work they do and their relationships with their bosses, coworkers, and
work groups.
BEHAVIORAL SCIENCE APPROACH

This approach focuses on the nature of work, and the degree to which
it will satisfy the human need to show skills and expertise.

To get better employee performance, communication, motivation,

participative management, leadership and group dynamics are
integrated in this approach.
THE MAIN PROPOSITIONS OF THE BEHAVIORAL
SCIENCE APPROACH CAN BE SUMMARIZED AS UNDER

• An organization is a socio-technical system

• The interpersonal or group behavior of people in the organization is influenced by a wide range
of factors.
• The goals of the organization are to be harmonized with an understanding of the human needs
• Multitude of attitudes, perceptions, and values are prevalent amongst employees and these
characterize their behavior and influence their performance
• As a result, some degree of conflict is inevitable in the organization and not necessarily
undesirable.
SIGNIFICANT CONTRIBUTORS TOWARDS THE
BEHAVIORAL SCIENCE APPROACH ARE:
CONTRIBUTIONS OF THE BEHAVIORAL APPROACH

• Improved usage of teams to achieve organizational goals.

• Emphasis on training and development of staff
• Use of innovative reward and incentive techniques.
 LIMITATIONS OF THE BEHAVIORAL APPROACH
TO MANAGEMENT

• Challenges for managers in difficult situations;

• and the reality that human behavior is complex.
QUANTITATIVE APPROACH TO
MANAGEMENT

The Quantitative Approach applies statistics,

optimization models, information models, computer
simulations, and other quantitative techniques to the
management process.
THE PRIMARY
BRANCHES OF •
MANAGEMENT SCIENCE
• OPERATIONS
MANAGEMENT
QUANTITATIVE
MANAGEMENT
INCLUDE:

• • TOTAL
MANAGEMENT QUALITY MANAGEMENT
INFORMATION SYSTEMS
 MANAGEMENT SCIENCE

This branch of management theory focuses on the development of

mathematical and statistical models as a simplified representation of a
system, process, or relationship as models, formula, and equations. These
technique helps managers make maximum use of organizational
resources to produce goods and services. This field of management has
grown significantly with the development of computer systems and
computational abilities.
OPERATIONS MANAGEMENT

- Operations management is a field of management

focusing on efficiency, effectiveness, and producing
of organizational systems, process, and functions
used in the manufacture of goods or provision of
services.
 TOTAL QUALITY
MANAGEMENT

is a management approach that

seeks to provide long-term
success by providing
unparalleled customer
satisfaction.
MANAGEMENT INFORMATION SYSTEMS

A management information system (MIS) is a computer system

consisting of hardware and software that serves as the backbone of an
organization’s operations. An MIS gathers data from multiple online
systems, analyzes the information, and reports data to aid in
management decision-making.
 POSITIVE AND NEGATIVE ASPECTS OF
QUANTITATIVE MANAGEMENT THEORY

Benefits include:
• It establishes relationships amongst quantifiable variables of decision-making situations
and facilitates disciplined thinking.
• Mathematical models help to derive precise and accurate results by analyzing complex
statistical data.
• It is useful in areas of planning and control where data is available in quantitative terms.
Decisions are based on data and logic rather than intuition and judgment.
• Computer-based Statistical packages are available which facilitate analysis of qualitative
data also (dummy variables are used to analyze the non-quantifiable data).
NEGATIVES INCLUDE:
• Mathematical models cannot fully account for individual behaviors and
attitudes.
• The time needed to develop competence in quantitative techniques may delay
the development of other managerial skills.
• Mathematical models typically require a set of assumptions that may not be
realistic in an industrial setting.
• Among the different functions of management, its use is limited in
organizing, staffing and directing. It applies more in planning and control functions.
• It does not eliminate risk but only attempts to reduce it.
• It assumes that all the variables affecting the problem can be quantified in
numerical terms which is not always true.
• Decisions are often based on the availability of limited information.