Approach and models of Organization Behavior
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Transcript of Approach and models of Organization Behavior
S
HUMAN BEHAVIOR IN
ORGANIZATION
AY 2016-2017 (2ND TRIMESTER)
PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)
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?
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.
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