Researchers

Theorist	Theory
Kurt Lewin	Fundamental equation of human behavior: Where B=individual behavior, F=function of, P=the person, and S=the situation.
Norman R. F. Maier	Adapted Lewin’s model into his classic causal sequence model: Where S=the situation, O=the person, B=the behavior, and A=the activity.
Victor Vroom	Theory states the following: “felt needs cause behavior, and motivated behavior in a work setting is increased if a person perceives a positive relationship between effort and performance. Motivated behavior is further increased if there is a positive relationship between good performance and outcomes or rewards, particularly if the outcomes or rewards are valued” (Hersey and Blanchard 33).
Abraham Maslow	Maslow’s hierarchy of needs addresses the need for satisfaction of basic needs before moving to more advanced needs. Needs may change depending on their importance at the time. For example, if one is hungry once that need is satisfied other needs become more important. This relates to motive strength and its importance.
Clayton Alderfer	Alderfer revamped Maslow’s hierarchy of needs theory. The text states that “Alderfer suggests there are three core needs: Existence, Relatedness, and Growth” (Hersey and Blanchard 41). This theory is the ERG theory.
David McClelland	McClelland studies the need that individuals have to achieve. McClelland’s work centers on achievement-motivated persons. Motivation in these persons occurs by achieving tasks and goals.
Elton Mayo	Mayo conducted the famous Hawthorne Studies. These studies focused on how lighting in the work environment influenced productivity.
Douglas McGregor	Theory X and Theory Y are McGregor’s theories. Theory X managers assume that punishment is what motivates employees. Theory Y managers are supporting and encouraging to their subordinates.
Chris Argyris	Pattern A and Pattern B are Argyris’ theories. Pattern A represents “interpersonal behavior, group dynamics, and organizational norms” (Hersey and Blanchard 62). Pattern B represents the same qualities as Theory Y. Argyris also developed the Immaturity-Maturity Theory. This theory states that as we age our personality traits change from immature to mature.
George C. Homans	Homans addresses informal work groups. Homans described a social system consisting of three elements. The elements are as follows: “Activities, Interactions, and Sentiments” (Hersey and Blanchard 62).
Frederick Herzberg	Herzberg developed the Motivation-Hygiene Theory. Herzberg believed that people have two distinct categories of needs. Hygiene needs “describe people’s environment and serve the primary function of preventing job dissatisfaction . . . they are never completely satisfied” (Hersey and Blanchard 67). Herzberg called them motivators because he felt that these needs motivated people to perform at a higher level.

**All information in the above table is from the text entitled Management of Organizational Behavior Leading Human Resources by P. Hersey and K. Blanchard.

Anne M. Stills (TNU 2005)

Kurt Lewin (1890-1947)

If you want to truly understand something, try to change it. - Kurt Lewin

Lewin uses his fundamental equation of human behavior: B = f (P < == > S). He theorizes that an individual’s behavior is a function of the person inside and the situation outside. His theory is the basis for situational leadership. He believes that the situation determines the appropriate leadership behavior.

Hersey, Paul., Kenneth H. Blanchard, and Dewey E. Johnson. Management of Organizational Behavior: Leading Human Resources. 8th ed. Upper Saddle River, NJ: Prentice Hall, 2001.

Dale W. Barner (TNU 2005)

The first step in understanding employees' behavior is looking for what motivates them to underachieve or overachieve. Kurt Lewin says that the situation that the person finds him/herself in causes behavior and that behavior is essentially goal oriented. Goals must be difficult enough to provide challenge, while remaining attainable. If goals remain blocked too many times, the employee may experience frustration, which can lead to aggression, rationalization, regression, fixation, or resignation. A manager must be able to recognize each of these symptoms as a sign of inappropriate motivational goals.

Nancy Sibole (TNU 2004)

Lewin developed the “fundamental equation of human behavior:

B = f (P and S)

B= Behavior

P = Person

S= Situation

Lewin’s equation suggests that influences on behavior include both the person and the situation and a person’s behavior can be situational. Lewin further theorized that that people behave or act based on personal motivation or goals. In order for a leader to be effective, he must understand the follower’s goals and motivating factors. An effective leader must be able to understand or predict behavior that would result from a person’s

Wendi Hester (TNU 2005)

Kurt Lewin’s Equation Theory

Theories of behavior such as, Kurt Lewin’s behavioral equation theory that individual’s are influenced by situations. Kurt Lewin’s fundamental equation of human behavior began with a search of “whys.” .In this equation, Lewin states the B represents the individual behavior, f means a function that has caused the behavior, P is the person, and S is the situation. Lewin’s equation then suggests that B is a function of something both inside the Person and outside the person in the Situation. As stated in Paul Hersey, Kenneth Blachared, and Dewey Johnson’s book Management of Organizational Behavior, “something inside the person is motives or needs that are reflected in individual attitudes-an individual’s tendency to act.”

Patricia Fields (TNU 2006)

Hersey, Paul, Kenneth H. Blanchard, and Dewey E. Johnson. Management of Organizational Behavior. 8^th ed. New Jersey: Prentice Hall, 2001.

The “Whys” of behavior
Psychologist
Field Theory

B=f(P and S)

B = Behavior

P = Person (Inside)

S = Situation (Outside)

Persons are influenced by Situations and Situations are influenced by Persons
Type of Situational and Contingency Leadership where Appropriate Leader Behavior is determined by the situation

Paul Hersey, Kenneth H. Blanchard, and Dewey E. Johnson, Management of Organizational Behavior, Leading Human Resources, 8th Edition, Prentice-Hall, Inc., 2001

Field of organization behavior and group dynamics.
Experiential Learning. Learning is best facilitated when there is a conflict between immediate concrete experience and detached analysis within the individual.
In 1946, launches the Research Center for Group Dynamics at the Massachusetts Institute of Technology.
His contributions in change theory, action research, and action learning earn him the title of the "father of organization development."

Donald Clark, Website, 1999, 2000, http://www.nwlink.com/~donclark/hrd/history/lewin.html

Norman R.F. Maier

The behavior of one person may influence that person's world and it may also influence other people. Norman Maier

Maier created the formula: S ß à O à B à A. He theorizes that the situation interacts with the organism (person), which creates goal-oriented behavior that results in an activity. The activity resulting from Maier’s “cause and effect” sequence may be either desirable or undesirable. Effective advertising combined with proper timing creates a desirable increase in new patient volume at my clinic. Positive effort or action produces positive results.

Hersey, Paul., Kenneth H. Blanchard, and Dewey E. Johnson. Management of Organizational Behavior: Leading Human Resources. 8th ed. Upper Saddle River, NJ: Prentice Hall, 2001.

Dale W. Barner (TNU 2005)

Norman Maier

Maier was an industrial psychologist from the University of Michigan. He was able to take Lewin’s equation and develop it further. He referred to his model as the “classic sequence model.”

S = Situation or Stimulus

O = Person or Organism

B = Behavior

A = Accomplishment or Activity

As quoted in the text, Management of Organizational Behavior, Maier states the following:

In order to explain behavior, one must include a description of the S [situation] as well as of the O [organism]. The interaction between them must precede the behavior that results from the interaction. The product of this interaction in psychology is called perception. [The resultant] behavior (B) causes changes, which alter the relationship between the organism (O) and its world. The changes produced by behavior are an accomplishment (A). This accomplishment may be desirable or undesirable. In either case, it may alter the stimulus-situation…. Thus, the behavior of one person may influence that person’s world and it may also influence other people. (pg 23)

According to Maier, when an individual is unable to meet his or her goals, there will be a resultant behavior such as aggression, rationalization, or regression. A leader should use the behavior symptoms to diagnose underlying problems, likely related to frustration.

Wendi Hester (TNU 2005)

Hersey, Blanchard, and Johnson. “Management of Organizational Behavior”, 8^th ed.

Industrial Psychologist form the University of Michigan
Put together “Situation, Person, Behavior(s), and Activities”

Paraphrase, "To explain behavior, include a description of the situation (S) and organization (O).

S = the Situation or Stimulus

O = Person or Organization
- Interaction of S and O precede the behavior (B) which results from the interaction.

B = the Behavior(s)

The product is called perception.

The resultant behavior (B) causes changes which alters the relationship between the organism (O) and its world.

The change produced by behavior is an accomplishment (A).

A = Activity or Accomplishment

The accomplishment may be desirable or undesirable or undesirable. (Good or Bad)

In either case it may alter the stimulus situation.

Paul Hersey, Kenneth H. Blanchard, and Dewey E. Johnson, Management of Organizational Behavior, Leading Human Resources, 8th Edition, Prentice-Hall, Inc., 2001.

Victor Vroom (Expectancy Theory)

Action is the first step in satisfying a need, goal, or motive. Victor Vroom provided insight with his expectancy theory of motivation (Effort à Performance à Reward). Individual perceptions influence the results or outcome of this formula. When an individual perceives a need, he or she will exert an effort or action to satisfy that need. Their “perceived effort-performance probability” is the basis for their motive strength.” Similarly, the motive for achieving the performance is “perceived performance-reward probability.” The reward refers to perceived values or rewards. The key to the Vroom expectancy theory is whether the individual perceives a positive relationship between effort, performance, and reward.

Dale W. Barner (TNU 2005)

Hersey, Paul., Kenneth H. Blanchard, and Dewey E. Johnson. Management of Organizational Behavior: Leading Human Resources. 8th ed. Upper Saddle River, NJ: Prentice Hall, 2001.

The research of Victor Vroom says in his "Expectancy Theory" that motivation increases "if a person perceives a positive relationship between effort and performance. If a manager recognizes that each person is different and may need different motivational factors at different times in her life, he or she will be able to manage successfully.

Nancy Sibole (TNU 04)

Hersey, Paul., Kenneth H. Blanchard, and Dewey E. Johnson. Management of Organizational Behavior: Leading H