models of organizational behavior

Bukidnon State University

Graduate External Studies

Surigao City Study Center

PA 203 – Human Behavior in Organization and

General Development

Models of Organizational BehaviorModels of Organizational Behavior

To understand:

� The Elements of an Organizational

Behavior System

The Role of Management’s Philosophy� The Role of Management’s Philosophy

and Paradigms

� Alternative Models of Organizational

behavior and Their Effects

� Trends in the Use of These Models

Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System

Management’s

Philosophy ● Values ● Vision ● Mission ● Goals

Organizational CultureFormal

Organization

Social

Environment

Leadership ● Communication ●Informal

Organization

Leadership ● Communication ●

Group Dynamics

Quality of Work Life (QWL)

Motivation

Outcomes:

• Performance

• Employee satisfaction

• Personal growth and development


� 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 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.


� We are committed to quality, cost-

effectiveness, and technical excellence.

� People should treat each other with

consideration, trust, and respect.consideration, trust, and respect.

� Each person is valuable, is unique, and

makes a contribution.

� All employees should be unfailingly

committed to excellent performance.


• Teamwork can, and should, produce far more

that the sum of individual efforts. Team

members must be reliable and committed to

the team.the team.

• Innovation is essential.

• Open communications are important for

attaining success.

• Decision should be reached participatively.


� Fact premise are acquired through direct

and indirect lifelong learning and are very

useful in guiding our behavior.

Fact premiseFact premise

�Value premise represent our views of the

desirability of certain goals and activities.

Value premises are variable beliefs we hold

and are therefore under our control.

Value premiseValue premise


� 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� 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


Values Statement

We believe in demonstrated competence,

institutional integrity, personal commitmentinstitutional integrity, personal commitment

and deep sense of nationalism.

(TESDA)

http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10


Our Values

� INTEGRITY: We are morally upright, honest and sincere inour 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.render efficient and competent service to the public.

� ACCOUNTABILITY: We abide by prescribed ethical and workstandards 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/


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 …

http://www.csc.gov.ph/cscweb/value.html

We recognize the value of gender-responsiveness on sustaininghuman development.

We encourage the genesis of new ideas that lead to policies andgrowth-enhancing work environments.

We espouse the philosophy of genuine selfless public service asthe true mark of performance and excellence.

WE OFFER OURSELVES TO THE CAUSE OF SERVING THEPEOPLE, THEY DESERVE NO LESS.

(Philippine Civil Service Commission)


� It represents a challenging portrait of the

organization and its members can be – a

possible, and desirable future.

� Leaders need to create exciting projections� Leaders need to create exciting projections

about the organization should go and what

major changes lie ahead.

� Once the vision is established, persistent

and enthusiastic communication is required

to sell it throughout the ranks of employees

so they will embrace it with commitment.


�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 and

center of creativity in Asia, and a major player incenter 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)


� 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.


TESDA provides direction, policies,

programs and standards towards quality

technical education and skill development.

Mission of TESDA

technical education and skill development.

To develop competitive professionals who

are committed to build a sustainable life for

all through quality instruction, research,

extension and production.

Mission of BSU


To fulfill our pivotal role in shaping the

Filipino people's consciousness through

information and entertainment programs that

Mission ABS-CBN

information and entertainment programs that

adhere 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


To provide fast customer-driven products

and services that exceeds client expectation

Mission of Green Bank, Inc.

and services that exceeds client expectation

efficiently 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.


� Goals are relatively concrete formulations of

achievements the organization is aiming for

within set periods of time, such as one to five

years.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.


To establish good business relationships with

our 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


Theory X Theory Y

• Work is natural as play orrest.

• People are not inherently

lazy. They have become

• The typical person

dislikes work and willavoid it if possible.

• The typical person lazy. They have become

that way as result ofexperience.

• People will exercise self-

direction and self-control

in the service of

objectives to which theyare committed.

• The typical person

lacks responsibility,

has little ambition,

and seeks security

above all.


Theory X Theory Y

• Most people must

be coerced,

controlled, and

• People have potential.

Under proper

conditions they learn tocontrolled, and

threaten with

punishment to get

them to work.

conditions they learn to

accept and seek

responsibility. They

have imagination,

ingenuity, and creativity

that can be applied to

work.


Theory X Theory Y

• Managerial

role is to

coerce and

• Managerial role is to

develop the potential in

employees and helpcoerce and

controlemployees.

employees and help

them release that

potential towardcommon objective.


� Models such as Theory X and Theory Y

are also called paradigms, or

frameworks of possible explanation for

managers.managers.

� Managers begin with certain

assumptions about people and leads to

certain interpretations, implications,

and even predictions of events.


� They influence managerial perceptions of the

world around them.

� They define one’s boundaries and proved

prescriptions for how to behave.

� They encourage resistance to change, since they� 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


1. Autocratic

2. Custodial

3. Supportive

4. Collegial

5. System


Autocratic Custodial Supportive Collegial System

Basis of model

PowerEconomic resources

Leadership PartnershipTrust,

community, meaning

Managerial orientation

Authority Money Support TeamworkCaring, compassion

Employee Obedience

Security and Job Responsible PsychologicalEmployee orientation

ObedienceSecurity and benefits

Job performance

Responsible behavior

Psychological

ownership

Employee

psychological

result

Dependence on boss

Dependence

on organization

ParticipationSelf-discipline

Self-motivation

Employee needs met

Subsistence SecurityStatus and recognition

Self-actualization

Wide range

Performance result

MinimumPassive cooperation

Awakened drives

Moderate enthusiasm

Passion and

commitment

to

organizational

goals


The basis of this model

is power with a

managerial orientation

of authority.

Those who are in

command must have

the power to demand

“you do this – or else”

http://www.nwlink.com/~donclark/leader/leadob.html


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.



Its principal weakness is its high human cost

especially as caused by micromanagement.

Micromanagement – a natural pattern of

autocratic managers – is the immersion of aautocratic 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.


Useful:

Acceptable approach to guide managerial

behavior when there were no well-knownbehavior when there were no well-known

alternatives.

Useful under some extreme conditions

such as organizational crises.


The basis of this model is economic

resources with a managerial orientation of

money.

The employees in

turn are oriented

towards security

and benefits and

dependence on the

organization.http://www.nwlink.com/~donclark/leader/leadob.html


The employee need that is

met is security.

Employee feel with

reasonable contentment.reasonable contentment.

Most employees are not

producing anywhere near

their capacities.

The performance result

is passive cooperation.http://www.nwlink.com/~donclark/leader/leadob.html


The basis of

this model is

leadership with

a managerial

orientation of

The employees in turn are oriented

towards job performance and

participation.

orientation of

support.



Psychological result is a feeling of

participation and task involvement in the

organization.

Employees may say “we” instead ofEmployees may say “we” instead of

“they”

Employees are strongly motivated

because their status and recognition

needs are better met, thus they have

awakened drive for work.http://www.nwlink.com/~donclark/leader/leadob.html


The basis of this model is partnership

with a managerial orientation of

teamwork.

The result is that the employees feelThe result is that the employees feel

needed and useful.



The employees in turn

are oriented towards

responsible behavior

and self-discipline.


and self-discipline.

The employee need

that is met is self-

actualization.


Employees normally feel

some degree of fulfillment,

worthwhile contribution, and

self-actualization.self-actualization.

This self-actualization will

lead to moderate enthusiasm

in performance.



� Employees want a work context that is

ethical, infused with integrity and trust and

provide an opportunity to experience a

growing sense of community among co-

workers.workers.

� There is spirituality at work - the desire for

employees to know their deepest selves

better, to grow personally, to make a

meaningful contribution to society, and to

demonstrate integrity in every action taken.


� Managers must increasingly demonstrate a

sense 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.


� Managers at all levels needs to display two

key ingredients:

1.1. AuthenticityAuthenticity – the demonstrated ability

to open themselves up to others byto open themselves up to others by

being transparent, while “walking the

talk” of the underlying values.

2.2. SocialSocial intelligenceintelligence.


Five Dimensions of SocialSocial IntelligenceIntelligence1.Empathy – appreciation for andconnectedness with others.

2.Presence – projecting self-worth in one’sbearing.bearing.

3.Situational radar – ability to read socialsituations and respond appropriately.

4.Clarity – using language effectively to explainand persuade.

5.Authenticity- being “real” and transparent,while projecting honesty.

Karl Albrecht


�Managers try to convey to each workers,

“You are an important part of our

whole system. We sincerely care

about each of you. We want to joinabout 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”.


• Support employee commitment to short-

and long-term goals.

Facilitators Roles for Managers in the

System Model of OB

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.


• Influence people to learn continuously

and share that learning with others.

• Help individuals identify and confront

Facilitators Roles for Managers in the

System Model of OB (continue)

• 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


� Employees embrace the

goal of organizational

effectiveness and

recognize the mutuality of

company-employeecompany-employee

obligation.

� It creates a sense of

psychological ownership

for the organization and its

product services.


� The highest-order needs

� Employees go beyond the self-

discipline and reach a state of

self-motivation.

� The highest-order needs

(e.g. social, status,

esteem, autonomy, and

self-actualization) are met.

� Engender employees’

passion and commitment

to organizational goals.


Evolving Usage

Relation of Models to Human

NeedsNeeds

Increasing Use of Some Models

Contingent Use of All Models

Managerial Flexibility


Evolving Usage

� Manager/Organization use the models

tends to evolve over time.

� There is no one permanently “best’ model.

� Primary challenge to management is to

identify the model it is actually using and

then assess its current effectiveness.


Relation of Models to Human Needs

� The five models are closely related to

human needs.human needs.

� Each model is build upon the

accomplishments of the other.


Increasing Use of Some Models

� The trend toward the supportive,

collegial and system models willcollegial and system models will

probably continue.

� Only these newer models can offer the

satisfaction of the employees needs for

esteem, autonomy and self-

actualization.


Contingent Use of All Models

� Though one model may be most used at

any given time, some appropriate usesany given time, some appropriate uses

will 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.


Managerial Flexibility

� Managers need to identify their current

behavioral model and must keep it

flexible and current.flexible and current.

� Managers need to read, to reflect, to

interact with others, and to be receptive

to challenges to their thinking from their

colleagues and employees.


Score between 81 – 100 points, you appear to have aScore 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 scores

and 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.