models of organizational behavior1

7/28/2019 Models of Organizational Behavior1

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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 ”)



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




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





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.





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.





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.



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




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




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





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/





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)




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




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




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.






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






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


Mission ABS-CBN






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.


Mission of Green Bank, Inc.






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.






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





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.







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.







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.





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.





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





5 Models of Organizational behavior

1. Autocratic

2. Custodial

3. Supportive

4. Collegial

5. System




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




g

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






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.







g

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.




Autocratic Model

Useful:

Acceptable approach to guide managerial

behavior when there were no well-knownalternatives.

Useful under some extreme conditionssuch as organizational crises.




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.







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







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.







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







The basis of this model is partnershipwith a managerial orientation of

teamwork.

The result is that the employees feelneeded and useful.

Collegial Model


“There is at least one

important thing that

cannot be done

unless you do it”






Collegial Model


The employees in turn

are oriented towards

responsible behavior

and self-discipline.

The employee need

that is met is self-actualization.






Employees normally feel

some degree of fulfillment,

worthwhile contribution, and

self-actualization.

This self-actualization will

lead to moderate enthusiasmin performance.

Collegial Model







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.




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.




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.




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




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”.




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




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)




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.




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.




Evolving Usage

Relation of Models to Human

Needs

Increasing Use of Some Models

Contingent Use of All Models

Managerial Flexibility

Conclusion about the Models




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.





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.





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.





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.





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.





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.




Prepared and Compiled by

Johny S. Natad

August 2009

models of organizational behavior1

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