Models of People

Models of people

People are complex and when dealing with them, you have to understand their complexities in order to get the most out of them. Managers, whether they consciously know it or not, have in their mind a model of individual and organizational behavior that is based on assumptions about people. These assumptions and their related theories influence managerial behavior.

Edgar H. Schein developed four conceptions about people, The first being the concept of the rational-economic man, he asumed in this instance that people are primarily motivated by economic incentives. He goes on further to say that since these incentives are controlled by the enterprise, this assumption is based on the belief that people are essentially similar to that listed as theory x by Mcgregor.

Schien's second model is the "social man" which is based on the assumption that man is social In nature and there is a need for interaction between man and other people to have a sense of belonging.

The third model of Schein is the self actualizing man and it is based on the assumption that motives fall into five classes in a hierarchy ranging from simple survival needs to the highest needs of self actualization which maximizes one's potential. This model believes that people can be self motivated and can be mature.

The fourth model which Is complex man, presents Schein's own view of people. The underlying assumption he makes are that people are complex and variable and have many motives which combine into a complex motive pattern.

Other models of people include

• Behavioristic: This view believes that people's behaviors are controlled by their environment a strategy to maximize one's potential under this model is changing the environment to get the desired behavior from subordinates.

• Phenomenological: This model assumes that people are unpredictable, unique, subjective and relative but with potential. A manager adopting this model would have to study and understand the complex functioning of the brain of subordinates, because it is there that behavior originates.

• Rational: It is believed in this model that people behave rationally, they collect and evaluate information systematically and make decisions based on an objective analysis of the different alternatives available.People can be interacted with on a rational basis by managers since it is deemed that people are rational, but managers in so Interacting with people, sweeps aside their feelings, their emotions, and the human side of their personalities.

• Emotional: This holds that people are ruled primarily by their emotions, some of which are uncontrollable. Managers in this model have to be patient and tolerant with people and seek to understand the underlying psychological causes of employees' behavior.

• Economic: According to this view, it is believed that people are motivated by economic factors, it is assumed that people act rationally get satisfaction from monetary rewards. Managers with this view would see money as the prime way to elicit contributions from subordinates.

• Self-actualizing: This view contrasts the economic view, it holds that people want to increase their competencies, they want to develop and strive to use their potentials. A manager adhering to this model would want to establish an environment in which people could exercise self-direction and reach their full capabilities.