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Prepared and Compiled by
Johny S. Natad
August 2009
Bukidnon State University
Graduate External Studies
Surigao City Study Center
PA 203 – Human Behavior in Organization
and
General Development
Chapter 2
Models of Organizational
Behavior (from book of John W. Newstroom “Organizational Behavior: Human Behavior at Work ”)
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Models of Organizational Behavior
Chapter Objective:
To understand:
The Elements of an Organizational
Behavior System The Role of Management’s Philosophy
and Paradigms
Alternative Models of Organizationalbehavior and Their Effects
Trends in the Use of These Models
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Models of Organizational Behavior
Elements of Organizational Behavior System
Management’sPhilosophy ● Values ● Vision ● Mission ● Goals
Organizational CultureFormal
Organization
Informal
Organization
Social
Environment
Leadership ● Communication ●
Group Dynamics
Quality of Work Life (QWL)
Motivation
Outcomes:• Performance• Employee satisfaction• Personal growth and development
Elements of an Organizational Behavior
System
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Models of Organizational Behavior
Elements of Organizational Behavior System
Philosophy
The philosophy (model) of organizational
behavior held by management consists and
integrated set of assumptions and beliefs
about the way things are, the purpose for these activities, and the way they should be.
These philosophies are sometimes explicit,
and occasionally implicit, in the minds of
manager.
Five major organizational behavior
philosophies includes autocratic, custodial,
supportive, collegial and system.
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Models of Organizational Behavior
Elements of Organizational Behavior System
Selected Element of a Philosophy
Statement
We are committed to quality, cost-
effectiveness, and technical excellence.
People should treat each other withconsideration, trust, and respect.
Each person is valuable, is unique, and
makes a contribution. All employees should be unfailingly
committed to excellent performance.
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Models of Organizational Behavior
Elements of Organizational Behavior System
Selected Element of a Philosophy
Statement
• Teamwork can, and should, produce far more
that the sum of individual efforts. Team
members must be reliable and committed tothe team.
• Innovation is essential.
• Open communications are important for attaining success.
• Decision should be reached participatively.
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Models of Organizational Behavior Elements of Organizational Behavior System
Two sources of philosophy of
organizational behavior
Fact premise are acquired through direct
and indirect lifelong learning and are very
useful in guiding our behavior.
Value premise represent our views of the
desirability of certain goals and activities.
Value premises are variable beliefs we holdand are therefore under our control.
Fact premise
Value premise
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Models of Organizational Behavior Elements of Organizational Behavior System
Values
The rules by which we make decisions
about right and wrong, should and
shouldn't, good and bad. They also tell us which are more or less
important, which is useful when we have to
trade off meeting one value over another.
http://changingminds.org/explanations/values/values_morals_ethics.htm
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Models of Organizational Behavior Elements of Organizational Behavior System
Sample Values Statement
Values Statement
We believe in demonstrated competence,institutional integrity, personal commitment
and deep sense of nationalism.
(TESDA)
http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10
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Models of Organizational Behavior Elements of Organizational Behavior System
Sample Values Statement
Our Values INTEGRITY: We are morally upright, honest and sincere in
our private and public lives. PROFESSIONALISM: We consistently implement the law,
provide timely and accurate information to investors, andrender efficient and competent service to the public. ACCOUNTABILITY: We abide by prescribed ethical and work
standards in government service. INDEPENDENCE: We act without fear or favor, and render
sound judgment in the performance of our duties andresponsibilities.
INITIATIVE: We are strategic and forward-looking in thefulfillment of our developmental and regulatory functions.(Philippine Securities and Exchange Commission)
http://www.sec.gov.ph/
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Models of Organizational Behavior Elements of Organizational Behavior System
Sample Values Statement
http://www.csc.gov.ph/cscweb/value.html
Value Statements The Commission, bound by its advocacy of genuine and ideal
public service, remains committed in the propagation of thehighest standards of integrity and organizational efficiency.
As public servants whose cause is to serve the people …We recognize the value of gender-responsiveness on sustaining
human development.We encourage the genesis of new ideas that lead to policies
and growth-enhancing work environments.
We espouse the philosophy of genuine selfless public serviceas the true mark of performance and excellence.
WE OFFER OURSELVES TO THE CAUSE OF SERVING THEPEOPLE, THEY DESERVE NO LESS.
(Philippine Civil Service Commission)
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Models of Organizational Behavior Elements of Organizational Behavior System
Vision
It represents a challenging portrait of the
organization and its members can be – a
possible, and desirable future.
Leaders need to create exciting projections
about the organization should go and what
major changes lie ahead.
Once the vision is established, persistentand enthusiastic communication is required
to sell it throughout the ranks of employees
so they will embrace it with commitment.
f O
f O S
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Models of Organizational Behavior Elements of Organizational Behavior System
A premier institution of higher learning in teacher education, sciences and humanities.( BSU )
ABS-CBN is the total information and
entertainment company; a leading player andcenter of creativity in Asia, and a major player in
the global market. ( ABS-CBN )
To be the Premier Countryside Financial Institution.
(Green Bank, Inc.)
TESDA is the leading partner in the development of
the Filipino workforce with world-class competence
and positive work values. (TESDA)
Sample Vision Statement
M d l f O i ti l B h i
El t f O i ti l B h i S t
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Models of Organizational Behavior Elements of Organizational Behavior System
Mission
Identifies the business it is in, the market
niches it tries to serve, the types of customer
it is likely to have, and the reasons for its
existence. It even includes a brief listing of the
competitive advantages, or strengths, that the
firm believes it has.
It is more descriptive and less future-oriented
than vision.
Need to be converted to goal to become
operational and useful.
M d l f O i ti l B h i
El t f O i ti l B h i S t
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Models of Organizational Behavior Elements of Organizational Behavior System
TESDA provides direction, policies,
programs and standards towards quality
technical education and skill development.
Sample Mission Statement
Mission of TESDA
To develop competitive professionals who
are committed to build a sustainable life for
all through quality instruction, research,
extension and production.
Mission of BSU
M d l f O i ti l B h i
El t f O i ti l B h i S t
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Models of Organizational Behavior Elements of Organizational Behavior System
To fulfill our pivotal role in shaping the
Filipino people's consciousness through
information and entertainment programs thatadhere to world class standards.
To diversify and expand into new business
ventures which include animation, post-production, theater operations, theme parks,
international movie joint ventures, audio
production, licensing and merchandising, and
other information and entertainment-related
Sample Mission Statement
Mission ABS-CBN
Models of Organizational Behavior
Elements of Organizational Behavior System
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Models of Organizational Behavior Elements of Organizational Behavior System
To provide fast customer-driven products
and services that exceeds client expectationefficiently and effectively;
To care for the highly motivated staff by
constantly seeking better competencies for
them through strategic alliances and through
a competitive compensation and benefits
package.
Sample Mission Statement
Mission of Green Bank, Inc.
Models of Organizational Behavior
Elements of Organizational Behavior System
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Models of Organizational Behavior Elements of Organizational Behavior System
Goals
Goals are relatively concrete formulations of
achievements the organization is aiming for
within set periods of time, such as one to five
years.
Goal setting is a complex process, for top
management’s goals need to be merged with
those of employees, who bring their psychological, social, and economic needs
with them to an organization.
Models of Organizational Behavior
Elements of Organizational Behavior System
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Models of Organizational Behavior Elements of Organizational Behavior System
To establish good business relationships withour clients by the end of 2010.
To keep client complaints down to no more
than 5 complaints per month.To build a professional and effective team that
will support & deliver Service Level
Agreements with clients.
To ensure a 95% uptime service quality level is
maintained for the computing environment for
the entire year of 2006, while staying within
budget.MANAGING EMPLOYEE PERFORMANCE
Sample Goals
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Models of Organizational Behavior
McGregor’s Theory X and Y, Alternative
Sets of Assumptions about Employees
Theory X Theory Y• Work is natural as play or
rest.• People are not inherently
lazy. They have becomethat way as result of experience.
• People will exercise self-
direction and self-controlin the service of objectives to which theyare committed.
• The typical persondislikes work and willavoid it if possible.
• The typical personlacks responsibility,has little ambition,and seeks security
above all.
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Models of Organizational Behavior
McGregor’s Theory X and Y, Alternative
Sets of Assumptions about Employees
Theory X Theory Y
• Most people must
be coerced,controlled, and
threaten with
punishment to get
them to work.
• People have potential.
Under proper conditions they learn to
accept and seek
responsibility. They
have imagination,ingenuity, and creativity
that can be applied to
work.
Models of Organizational Behavior
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Models of Organizational Behavior
McGregor’s Theory X and Y, Alternative
Sets of Assumptions about Employees
Theory X Theory Y
• Managerial
role is tocoerce and
control
employees.
• Managerial role is to
develop the potential inemployees and help
them release that
potential toward
common objective.
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Models of Organizational Behavior
Paradigms/Framework
Models such as Theory X and Theory Y
are also called paradigms, or
frameworks of possible explanation for
managers.
Managers begin with certain
assumptions about people and leads tocertain interpretations, implications,
and even predictions of events.
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Models of Organizational Behavior
Importance of Paradigms/Framework
They influence managerial perceptions of theworld around them.
They define one’s boundaries and proved
prescriptions for how to behave.
They encourage resistance to change, since they
have often worked in the past.
They may either consciously or unconsciously
affects ones behavior.
When new paradigms appear, they provide
alternative ways of viewing the world and solving
problems. By: Joel Barker
Models of Organizational Behavior
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Models of Organizational Behavior
5 Models of Organizational behavior
1. Autocratic
2. Custodial
3. Supportive
4. Collegial
5. System
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g
5 Models of Organizational behavior
Autocratic Custodial Supportive Collegial System
Basis of model
Power Economicresources
Leadership PartnershipTrust,community,meaning
Managerialorientation
Authority Money Support TeamworkCaring,compassion
Employeeorientation
ObedienceSecurity andbenefits
Jobperformance
Responsiblebehavior
Psychological ownership
Employeepsychological result
Dependenceon boss
Dependenceonorganization
ParticipationSelf-discipline
Self-motivation
Employeeneeds met
Subsistence Security Status andrecognition
Self-actualization
Wide range
Performanceresult
MinimumPassivecooperation
Awakeneddrives
Moderateenthusiasm
Passion andcommitmenttoorganizational goals
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The basis of this modelis power with a
managerial orientation
of authority.
Those who are in
command must have
the power to demand“you do this – or else”
Autocratic Model
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational Behavior
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g
Autocratic Model
The employees in turn are
oriented towards obedience and
dependence on the boss.
The employee need that is met is
subsistence.
The performance result is
minimal.
http://www.nwlink.com/~donclark/leader/leadob.html
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Autocratic Model
Its principal weakness is its high human costespecially as caused by micromanagement.
Micromanagement – a natural pattern of
autocratic managers – is the immersion of a
manager into controlling the details of daily
operations.
Employees typically detest a micromanager,with the result being low morale, paralyzed
decision making due to fear of being second-
guessed and high turn-over.
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Autocratic Model
Useful:
Acceptable approach to guide managerial
behavior when there were no well-knownalternatives.
Useful under some extreme conditionssuch as organizational crises.
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The employees in
turn are oriented
towards security
and benefits and
dependence on the
organization.
Custodial Model
The basis of this model is economic
resources with a managerial orientation of
money.
http://www.nwlink.com/~donclark/leader/leadob.html
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The employee need that ismet is security.
Employee feel with
reasonable contentment.
Most employees are not
producing anywhere near
their capacities.
The performance result
is passive cooperation.
Custodial Model
http://www.nwlink.com/~donclark/leader/leadob.html
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The employees in turn are oriented
towards job performance and
participation.
Supportive Model
The basis of
this model is
leadership with
a managerialorientation of
support.
http://www.nwlink.com/~donclark/leader/leadob.html
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Psychological result is a feeling of
participation and task involvement in the
organization.
Employees may say “we” instead of
“they”
Employees are strongly motivatedbecause their status and recognition
needs are better met, thus they have
awakened drive for work.
Supportive Model
http://www.nwlink.com/~donclark/leader/leadob.html
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The basis of this model is partnershipwith a managerial orientation of
teamwork.
The result is that the employees feelneeded and useful.
Collegial Model
http://www.nwlink.com/~donclark/leader/leadob.html
“There is at least one
important thing that
cannot be done
unless you do it”
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Collegial Model
http://www.nwlink.com/~donclark/leader/leadob.html
The employees in turn
are oriented towards
responsible behavior
and self-discipline.
The employee need
that is met is self-actualization.
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Employees normally feel
some degree of fulfillment,
worthwhile contribution, and
self-actualization.
This self-actualization will
lead to moderate enthusiasmin performance.
Collegial Model
http://www.nwlink.com/~donclark/leader/leadob.html
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System Model
Employees want a work context that isethical, infused with integrity and trust and
provide an opportunity to experience a
growing sense of community among co-
workers.
There is spirituality at work - the desire for
employees to know their deepest selvesbetter, to grow personally, to make a
meaningful contribution to society, and to
demonstrate integrity in every action taken.
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System Model
Managers must increasingly demonstrate asense of caring and compassion, being
sensitive to the needs of the diverse
workforce.
This model reflects the values underlying
positive organizational behavior, where
managers focus their attention on helping
employees develop feelings of hope,
optimism, self-confidence, empathy,
trustworthiness, esteem, courage, and
resiliency.
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System Model
Managers at all levels needs to display two
key ingredients:
1. Authenticity – the demonstrated abilityto open themselves up to others by
being transparent, while “walking the
talk” of the underlying values.
2. Social intelligence.
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System Model
Five Dimensions of Social Intelligence1.Empathy – appreciation for and
connectedness with others.2.Presence – projecting self-worth in one’s
bearing.3.Situational radar – ability to read social
situations and respond appropriately.4.Clarity – using language effectively to explain
and persuade.5.Authenticity- being “real” and transparent,
while projecting honesty.
Karl Albrecht
Models of Organizational Behavior
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System Model
Managers try to convey to each workers,
“You are an important part of our
whole system. We sincerely careabout each of you. We want to join
together to achieve a better product
or service, local community, and
society at large. We will make every effort to make products that are
environmentally friendly”.
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System Model
• Support employee commitment to short-
and long-term goals.• Coach individuals and groups in
appropriate skills and behaviors.• Model and foster self-esteem.• Show genuine concern and empathy for
people.• Offer timely and acceptable feedback.
Facilitators Roles for Managers in theSystem Model of OB
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System Model
• Influence people to learn continuously
and share that learning with others.• Help individuals identify and confront
issues in ethical ways.• Stimulate insights through interviews,
questions, and suggestions.• Encourage people to feel comfortable
with change and uncertainty.•
Build cohesive, productive work teams
Facilitators Roles for Managers in theSystem Model of OB (continue)
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System Model
Employees embrace thegoal of organizational
effectiveness and
recognize the mutuality of
company-employeeobligation.
It creates a sense of
psychological ownershipfor the organization and its
product services.
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System Model
The highest-order needs(e.g. social, status,
esteem, autonomy, and
self-actualization) are met. Engender employees’
passion and commitment
to organizational goals.
Employees go beyond the self-discipline and reach a state of
self-motivation.
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Evolving Usage
Relation of Models to Human
Needs
Increasing Use of Some Models
Contingent Use of All Models
Managerial Flexibility
Conclusion about the Models
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Evolving Usage
Manager/Organization use the models
tends to evolve over time.
There is no one permanently “best’ model.
Primary challenge to management is toidentify the model it is actually using and
then assess its current effectiveness.
Conclusion about the Models
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Relation of Models to Human Needs
The five models are closely related to
human needs.
Each model is build upon the
accomplishments of the other.
Conclusion about the Models
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Increasing Use of Some Models
The trend toward the supportive,
collegial and system models willprobably continue.
Only these newer models can offer the
satisfaction of the employees needs for
esteem, autonomy and self-
actualization.
Conclusion about the Models
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Contingent Use of All Models
Though one model may be most used at
any given time, some appropriate useswill remain for other models.
The five models will continue to be
used, but the more advanced models
will have growing use as progress is
made and employee expectations rise.
Conclusion about the Models
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Managerial Flexibility
Managers need to identify their current
behavioral model and must keep itflexible and current.
Managers need to read, to reflect, to
interact with others, and to be receptiveto challenges to their thinking from their
colleagues and employees.
Conclusion about the Models
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How do you
exhibit facilitator skills?Score between 81 – 100 points, you appear to have a
solid capability for demonstrating facilitative skills.
Score between 60 – 80 points, you should take a close
look at the items with lower self-assessment scoresand explore ways to improve those items.
Score under 60 points, you should be aware that a
weaker skill level regarding several items could be
detrimental to your future success as a manager.
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Prepared and Compiled by
Johny S. Natad
August 2009