WHAT IS HUMANISTIC

MANAGEMENT?

 Understood in a very broad sense, regards concern for persons and human
aspects in managing organizations. It is oriented not only to obtaining results
through people, but also, and above all, towards people themselves, showing care
for their flourishing and well-being.
 Humanistic Management is a philosophy of management that emphasizes the
interests of the employee in the manager-employee partnership.
 Is a people-oriented management that seeks profits for human needs.
 It emphasizes the importance of human attributes in management and
performance.
 Aims to create a more balanced relationship between those things that can be
exchanged on markets and those that are not but make life worthwhile, i.e,
human dignity and well-being.
 A participative style that promotes greater cooperation and productivity.
 It contrasts with other types of management that are essentially oriented towards
profits, with people seen as the mere resources to serve this goal.
 Humanistic Management is universally applicable. Where it creates higher
awareness of who we are as human beings.
 Humanistic Management theories were developed in the 20th century in reaction
to earlier theories of scientific management that emphasized productivity and
profit above all concerns.

CHARACTERISTICS OF HUMANISTIC ETHOS

It looks at four characteristics of a humanistic ethos for managing business;

1. The view of the individual and human work,
2. The role of the individual in the society and in interacting with nature,
3. The business firm, and
4. The purpose of business in the society.

Humanistic managers care how they accomplish organizational goals. They favor
ethical codes for their organizations and pursue policies of global corporate social
responsibility, including ensuring the human dignity of their workers in undeveloped
countries and protecting the global environment.
 In fact, humanistic managers
don’t restrict fair and respectful treatment to employees alone, but rather, they accord
this treatment to other stakeholders, such as customers, clients, vendors, and other
members of the organizational community as well.

They tend to maintain awareness of all organizational stakeholders rather than

solely or mainly the stakeholders or themselves at the expense of other stakeholders.

Implementing humanistic management concepts is difficult due to the complexity

of human behavior and of ethical questions in general, and it has many challenges. This
theory was developed to balance the super-rationality and mechanics of scientific
management theories. It is inclusive of a number of more specific theories that place a
high value on human growth, potential, and dignity.

SEVEN PROPOSITIONS

It then explores what form a genuine humanism might have by presenting seven (7)
propositions labeled as;

1. WHOLENESS – it is defined as the interrelatedness of the many parts

within the whole. By bringing our whole self to work, we go beyond our
comfort zone. When we dare to be vulnerable and original, we become
more resilient, adoptable, and driven. We open ourselves to essential
human experience when our personal life and work life complement each
other.

2. COMPREHENSIVE KNOWLEDGE – by accumulating, storing, and

sharing knowledge, it allows you to create a culture that can significantly
improve efficiency and employee happiness. It also allows individual to
stimulate innovation and the cultural changes needed to evolve the
organization and meet challenging business needs.

3. HUMAN DIGNITY – dignity at work involves actively creating a

workplace environment which encourages respect and acceptance. Human
beings have an intrinsic dignity that deserves respect at all times, a value
beyond price. Dignity is something worth having, not to be taken away.

4. DEVELOPMENT – it is important because it can help those who are new to

management positions understand what the job entails and gain the soft
 skills and interpersonal knowledge
that may not have needed in their earlier
positions. It should constantly promote the values of development at all
levels.

5. COMMON GOOD – suggest that ethical actions are those that benefit all
members of the organization or community.

6. TRANSCENDENCE – refers to the very highest and most inclusive or

holistic levels of human consciousness. It comprises of three correlated yet
distinct dimensions: Work as service, Self-connectedness, and Self of We-
ness.

7. STEWARDSHIP-SUSTAINABILITY – is the careful and responsible

management of something entrusted to one’s care. The managers always
act in such a way to maximize the interests of a company and contemporary
business environment is forcing management towards ethically responsible,
innovative, but profitable business.

THREE KEY DIMENSIONS OF HUMANISTIC MANAGEMENT

According to the Humanistic Management Center, an approach to management

must include three key dimensions to be considered humanistic.

1. The first is a respect for the basic dignity and humanity of employees, customers
and anyone else affected by the company’s actions.
Respect for the inherent dignity of employees is one of the defining
characteristics of humanistic management. This respect conveyed through the
reorganization of the company’s management structure and processes and
control over their own work possible.
2. The second is that all business decisions must include thoughtful ethical analysis.
Humanistic management theory initially concentrated on the relationship
between the company and its employees and between employees and their work.
3. The third is that business decisions should be made in dialogue with all those
who will be affected by them.
 Humanistic management theories
include the concept that business should be made in consultation with
stakeholders. A stakeholder is any person or group of people who will be affected
by a business decision.

CHALLENGES OF HUMANISTIC MANAGEMENT

1. One challenge of this theory is it can seem to be aimed at enhancing

employees job satisfaction when the real goal is to improve productivity. If
employees believe that new processes and structures are really intended to
manipulate them, they will respond with resentment or passive resistance.
Business owners wishing to implement humanistic principles cannot do so
with an ulterior motive. Employees will only respond positively to this
management style if the company owner genuinely concern themselves with
employee well-being.

2. The challenge in any form of business ethics is that the topic of ethics is
confusing and complicated. Even with the best intentions, it would be hard
for the business owner to consistently know what the best ethical choice
would be in any given situation.

3. It is not always easy to identify all stakeholders, and another is that

stakeholders can have conflicting needs and priorities. Balancing the
conflicting demands of stakeholders will always be a challenging task in
humanistic management. For instance, a development project that brings
much-needed jobs to one group of stakeholders may displace another group
from their homes or raise environmental concerns.
CE 213_Engineering Management

HUMANISTIC
MANAGEMENT
‘‘Managing as if people matters’’

Submitted by;
_GROUP 08_
Pardilla, Allana Mae G.
Balmes, Jian C.
Didal, Rica Vea Marie O.
Abella, Gabrielle Angelo P.
-BSCE-2C-

Submitted to;
Mr. Conrado Balena