S

HUMAN BEHAVIOR IN

ORGANIZATION

AY 2016-2017 (2ND TRIMESTER)

PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)

S

APPROACHES & MODELS OF OB

LECTURE 2

Key Forces Affecting Organizational Behavior

PEOPLE - make up the internal social system of the organization

STRUCTURE - defines the formal relationship and use of people in organizations

Key Forces Affecting Organizational Behavior

TECHNOLOGY- provides the resources with which people work and affects the tasks that they perform

ENVIRONMENT- all organizations work within an internal and an external environment

Fundamental Concepts:

NATURE OF PEOPLE

Individual differences Perception A whole person Motivated behavior Desire for

involvement Value of the person

NATURE OF ORGANIZATIONS

Social systems Mutual interest Ethics

Four Approaches to OB

Human Resources/ Supportive ApproachEmployee growth and development

are encouraged and supported Contingency Approach

Different managerial behaviors are required by different environments for effectiveness

Four Approaches to OB

Results-Oriented Outcomes of organizational behavior

programs are assessed in terms of their efficiency

SystemsAll parts of an organization interact in a

complex relationship

Discussion Questions:

1. Why do we study human behavior?

2. Select one of your friends. Identify the qualities that make that person different from you. In what ways are you basically similar?

The Triangle Maze

Question: How many triangles do you see in this triangle?

Ethics in Organizational Behavior:

Examine the following statements. Assess each situation according to the degree to which you believe a potential ethical problem is inherent in it.

MODELS OF ORGANIZATIONAL BEHAVIOR

Organizational behavior system- an integrated framework of elements that portrays how behaviour is guided toward achievement of organizational goals.

Elements of the System:

PHILOSOPHY - an integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way they should be.

VISION - represents a challenging portrait of what the organization and its members can be — a possible, and desirable, future.

Elements of the System:

MISSION STATEMENT- identifies the business it is in, the market niches it tries to serve, the types of customers it is likely to have, and the reasons for its existence.

GOALS - relatively concrete formulations of achievements the organization is aiming for within set periods of time, such as one to five years.

MODELS of OB

AUTOCRATICCUSTODIALSUPPORTIVECOLLEGIALSYSTEM

AUTOCRATIC MODEL

Basis of model PowerManagerial orientation AuthorityEmployee orientation ObedienceEmployee psychological result

Dependence on boss

Employee needs met SubsistencePerformance result Minimum

CUSTODIAL MODEL

Basis of model Economic resources

Managerial orientation: MoneyEmployee orientation: Security and

benefitsEmployee psychological result:

Dependence on organization

Employee needs met: SecurityPerformance result: Passive

cooperation

SUPPORTIVE MODEL

Basis of model: LeadershipManagerial orientation: SupportEmployee orientation: Job performanceEmployee psychological result:

Participation

Employee needs met: Status and recognition

Performance result: Awakened drives

COLLEGIAL MODEL

Basis of model: Partnership

Managerial orientation: TeamworkEmployee orientation: Responsible

behaviourEmployee psychological result:

Self-discipline

Employee needs met: Self-actualizationPerformance result: Moderate

enthusiasm

SYSTEM MODEL Basis of model: Trust,

community,meaningManagerial orientation:

Caring, compassion 

Employee orientation: Psychological ownershipEmployee psychological result:

Self-motivation

Employee needs met: Wide range

Performance result: Passion and commitment to orgn’l

goals