Models of Organizational Behavior

Prepared and Compiled by Johny S. Natad

August 2009

Bukidnon State UniversityGraduate External StudiesSurigao City Study Center

PA 203 – Human Behavior in Organization and

General Development

Chapter 2Models 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 Organizational behavior and Their Effects

Trends in the Use of These Models

Models of Organizational BehaviorElements 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 with consideration, 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 to the team.

• Innovation is essential.• Open communications are important for

attaining success.• Decision should be reached participatively.


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 hold and 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


Sample Values StatementOur 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, and render 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 and responsibilities.

INITIATIVE: We are strategic and forward-looking in the fulfillment of our developmental and regulatory functions.

(Philippine Securities and Exchange Commission)

http://www.sec.gov.ph/


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 the highest 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 service

as the true mark of performance and excellence.WE OFFER OURSELVES TO THE CAUSE OF SERVING THE

PEOPLE, 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, 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 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


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 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


Mission ABS-CBN


To provide fast customer-driven products 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.


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 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

Sample Goals


McGregor’s Theory X and Y, AlternativeSets of Assumptions about Employees

Theory X Theory Y· Work is natural as play or

rest.· People are not inherently

lazy. They have become that way as result of experience.

· People will exercise self-direction and self-control in the service of objectives to which they are committed.

· The typical person dislikes work and will avoid it if possible.

· The typical person lacks 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 to coerce and control employees.

· Managerial role is to develop the potential in employees 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 to certain interpretations, implications, and even predictions of events.


Importance of Paradigms/Framework 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

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


5 Models of Organizational behavior Autocratic Custodial Supportive Collegial System

Basis of model Power Economic

resources Leadership PartnershipTrust, community, meaning

Managerial orientation Authority Money Support Teamwork Caring,

compassionEmployee orientation Obedience Security and

benefitsJob performance

Responsible behavior

Psychological ownership

Employee psychological result

Dependence on boss

Dependence on organization

Participation Self-discipline

Self-motivation

Employee needs met Subsistence Security Status and

recognitionSelf-actualization Wide range

Performance result Minimum Passive

cooperationAwakened 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”

Autocratic Model

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



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.




Autocratic Model Its principal weakness is its high human cost especially 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-known alternatives.

Useful under some extreme conditions such 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 is met 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 managerial orientation 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 motivated because their status and recognition needs are better met, thus they have awakened drive for work.

Supportive Model




The basis of this model is partnership with a managerial orientation of teamwork.

The result is that the employees feel needed 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 enthusiasm in performance.

Collegial Model




System Model 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.

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.


System Model 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.


System Model

Managers at all levels needs to display two key ingredients:

1. Authenticity – the demonstrated ability to open themselves up to others by being transparent, while “walking the talk” of the underlying values.

2. Social intelligence.


System ModelFive 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 care about 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 the System 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 the System Model of OB (continue)


System Model Employees embrace the

goal of organizational effectiveness and recognize the mutuality of company-employee obligation.

It creates a sense of psychological ownership for 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 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.

Each model is build upon the accomplishments of the other.



Increasing Use of Some Models

The trend toward the supportive, collegial 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 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.

Managers need to read, to reflect, to interact with others, and to be receptive to 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 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.


Prepared and Compiled by Johny S. Natad

August 2009

Models of Organizational Behavior

Documents

Transcript of Models of Organizational Behavior