The management process consists of the joint activity of subjects and aims to achieve common goals. Behavior and process management are interrelated and adjusted to implement the organization’s functions. The organization’s success directly depends on employees’ degree of commitment to the common cause and the accuracy of all processes. Providing the staff with opportunities for successful activities is necessary. Appropriate delegation of functions and interaction with personnel are essential features of process and behavior management.
The peculiarity of the organization is that it is an open system that can exist only under the condition of active interaction within and with the environment. Since the organization is designed to satisfy interests through joint work, division of labor is necessary for process management. The horizontal division of labor means the division of significant tasks into smaller subgroups (Wilmers, 2020). The result of such process organization may be the creation of divisions or branches. The manager coordinates the work divided between individual performers to achieve the overall goal of the activity. If the process is established clearly, then the results of the team’s activities should coincide with the plan set at the beginning.
Process management is critical in planning the organization’s work. Planning, as one of the functions of management, is designed to consider all possible factors in advance. External and internal elements can ensure or, on the contrary, prevent the normal functioning of the organization. The manager is engaged in specifying the development goals of both the entire organization and its divisions. Moreover, process planning involves defining and setting tasks, means of their implementation, and deadlines. Avoiding potential difficulties and dangers is crucial, thus reducing the risk of achieving the set goals. Another element of planning is the development of strategy and tactics of activity. Therefore, all the above activities are part of the planning process. Process management is valuable at the planning stage, as it allows regulating its components’ activities even at the initial stages.
Human relations are the basis of the organization’s activity since any product is created by people and for people. Behavioral management focuses on the behavior of each employee and the relationships between groups within the organization. This approach is based on psychological and sociological aspects of human behavior. Behavioral management is designed to help employees realize their potential and increase their effectiveness. This activity level can be achieved thanks to the implementation of training courses and comfortable working conditions. Therefore, the main goal of the direction is to increase the organization’s productivity by enhancing the efficiency of human resources.
The behavioral direction of management arose in modern management due to the need to implement personnel characteristics. Additionally, the norms of behavioral management were supplemented by requirements for the behavior of employees and the development of personal skills and traits. Relationships between groups and individuals within the group create the basis of norms of conduct in the organization. Thus, behavioral management is valuable in building the social structure of an organization. In this process, it is vital to consider the social roles, critical skills, and characteristics of each and the behavioral patterns of the groups. The organization’s social structure is formed based on not only the personal attributes of employees but also situational ones. This peculiarity is essential since human behavior in different situations can vary significantly. Such a feature, in turn, can dramatically affect work efficiency.
The main difference between process and behavioral management is the direction of activity. Process management aims to delegate tasks in the most profitable way to achieve the desired result. Thus, in this case, the main focus is the establishment of purely technical connections between departments or stages of the process. Behavioral management is based on the personal characteristics of the staff and is aimed at their effective involvement. The critical ideas of behavioral management focus on the relationship between employees, the attitude of employees to management, and work in general. Special attention is focused on increasing the organization’s effectiveness through understanding employees’ individuality. Furthermore, the organization is considered a set of interconnected elements in the process management system. Its goals are effectively divided among branches, where the purpose of each is part of the ultimate goal.
The primary role of management is to ensure the effective functioning of the organization. It should include planning, defining strategies, studying personnel characteristics, delegating the process, and coordinating human and material resources. The difference between process management and behavioral management lies in the means of achieving the goal. Thus, the approaches focus on the organization of processes and behavior analysis, respectively. Process management plays a vital role in planning, as it requires explicit coordination of resources. Behavioral management is valuable in shaping the social structure of an organization. Therefore, any approach to managing an organization has specific ways to achieve a common goal.
Reference
Wilmers, N. (2020). Job turf or variety: Task structure as a source of organizational inequality. Administrative Science Quarterly, 65(4), 1018-1057. Web.
