Manag., July-2018 – Q8
0. Match the items of List-II with the items of List-I and indicate the code of correct matching.
| List-I | List-II |
| (a) Organisation Man | (i) Maximizing self-interest. |
| (b) Self-actualising Man | (ii) Using capabilities to develop a sense of creating certain things. |
| (c) Complex Man | (iii) Sacrificing individuality for the sake of the group. |
| (d) Rational-Economic Man | (iv) Understanding human needs may not be the final step in understanding human behavior. |
- Option : B
- Explanation : MODELS OF MAN: A study of human behaviour is both rewarding and necessary to managers and management all over the world.
It is doubtful whether the management can perform its functions successfully without having understood why people behave as
they do. The fact remains that individual differences among people cause differences in their behaviour. Based on individual
differences among people, individuals are classified into certain models or types. The following are the important models of man
observed in the organisations:
(a) Rational Economic Man: This is the oldest model of man. The basic doctrine of this model is that man strives for earning more money in a rational manner. Thus, this model assumes that man can be motivated to produce more by providing more economic incentives as is done in case of the piece-rate system of reward. But, it is important to mention that man works following the marginal utility theory. Similarly, the organisation also continues to give employees incentives until it is receiving matching contribution from them. Beyond that, the organisation will not do so, because it will incur losses.
(b) Self-Actualising Man: This model is based on the assumption that man is self-motivated and controlled. These assumptions are mostly based on Mc GREGOR’s Theory economic incentives have their limitations in inducing man to work more. The man works more to satisfy his needs in hierarchical order as per ABRAHAM MASLOW’s Theory. So to say man is induced 10 make efforts to reach where he can. Then, the sense of achievement gives him satisfaction.
(c) Complex Man: The models discussed so far are based on relatively simplistic assumptions of man and his behaviour. These assumptions say that man behaves according to a certain pattern. But, it does not hold true in reality for e.g., MASLOW’s Need Hierarchy Theory cannot be uniform for all individuals, but there can be overlapping in needs. As stated earlier, the Behaviour of individuals is caused and individual differences make it unpredictable. Given the two persons having the same needs, still, they may behave differently because the variables that determine human behaviour are themselves unpredictable. Thus, the human being is quite complex and so is his behaviour. Therefore, managers need to take clues for their managerial actions realising that no single action can be utilized successfully in all situations, but depending upon complexities of variables affecting human behaviour.
(d) Social Man: This concept is based on the assumption that man being a part of society is influenced and motivated by social variables. According to this model, man is induced more by his desire to maintain his social relationships and tips than economic motives. Added to this, men are more responsiveness to their group pressure and sanction. In fact, the human relation’s approach to management beginning from the famous HAWTHORNE STUDIES is also based on the concept of social man. Therefore, while dealing with individuals in organisations, managers need to be concerned mainly with people’s feelings about their Belongingness to their groups and society.
(e) Organisation Man: This concept is attributed to WHYTE. In fact, the organisation man is an extension of social man. Organisation man assumes that man attaches high importance to the loyalty to his organisation and cordial relationship with his coworkers. Thus, this concept sacrifices individuality for the sake of organisation. The reason being the organisation itself takes care of individual interest. Its implication for management is that management should design its various functions suitable to satisfy the organisational needs.
