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Group #2 Report on "Organizational Behavior" for PA3 - Management in Organizations, College of Public Administration - Tarlac State University. Authored by Omar Navarro Dimarucot

Published in: Business, Technology


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  2. 2. 2 To understand:  The Elements of an Organizational Behavior System  The Role of Management’s Philosophy  Alternative Models of Organizational behavior and Their Effects  Trends in the Use of These Models I N T R O D U C T I O N
  3. 3. 3 All organizations achieve goals by creating, communicating and operating a system. Some systems are consciously created and regularly looked at and updated. The purpose of these systems is to help managers shift everything in the organization – people, technology, structure and environment - to get results, or outcomes for the organization. I N T R O D U C T I O N
  4. 4. Elements of an Organizational Behavior System 4 Management’s Philosophy ● 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
  5. 5. 5  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. Elements of an Organizational Behavior System
  6. 6. 6  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. Elements of an Organizational Behavior System
  7. 7. 7 • 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. Elements of an Organizational Behavior System
  8. 8. 8  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 Elements of an Organizational Behavior System
  9. 9. 9  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. Elements of an Organizational Behavior System
  10. 10. 10 Elements of an Organizational Behavior System Values Statement We believe in demonstrated competence, institutional integrity, personal commitment and deep sense of nationalism. (TESDA)
  11. 11. 11 Elements of an Organizational Behavior System 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, 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. ( Securities and Exchange Commission )
  12. 12. 12 Elements of an Organizational Behavior System VALUES STATEMENT 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. ( Civil Service Commission )
  13. 13. 13  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. Elements of an Organizational Behavior System
  14. 14. 14  The Tarlac State University (TSU) shall be a comprehensive institution of excellence in higher education for total human development.(TSU)  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) Elements of an Organizational Behavior System
  15. 15. 15  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. Elements of an Organizational Behavior System
  16. 16. 16 TESDA provides direction, policies, programs and standards towards quality technical education and skill development. Mission of TESDA The Tarlac State University (TSU) is committed to develop, promote, and sustain quality and relevant programs in higher education for people empowerment, professional development, and global competitiveness. Mission of TSU Elements of an Organizational Behavior System
  17. 17. 17 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 Elements of an Organizational Behavior System
  18. 18. 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. Elements of an Organizational Behavior System
  19. 19.  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. Elements of an Organizational Behavior System
  20. 20. 20 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 Elements of an Organizational Behavior System
  21. 21. 21 Models of Organizational Behavior
  22. 22. 22 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” Models of Organizational Behavior
  23. 23. 23 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. Models of Organizational Behavior
  24. 24. 24 Models of Organizational Behavior 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.
  25. 25. 25 Models of Organizational Behavior Useful: Acceptable approach to guide managerial behavior when there were no well-known alternatives. Useful under some extreme conditions such as organizational crises.
  26. 26. 26 The employees in turn are oriented towards security and benefits and dependence on the organization. The basis of this model is economic resources with a managerial orientation of money. Models of Organizational Behavior
  27. 27. 27 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. Models of Organizational Behavior
  28. 28. 28 The employees in turn are oriented towards job performance and participation. The basis of this model is leadership with a managerial orientation of support. Models of Organizational Behavior
  29. 29. 29 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. Models of Organizational Behavior
  30. 30. 30 The basis of this model is partnership with a managerial orientation of teamwork. The result is that the employees feel needed and useful. Models of Organizational Behavior
  31. 31. 31 The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self- actualization. Models of Organizational Behavior
  32. 32. Employees normally feel some degree of fulfillment, worthwhile contribution, and self- actualization. This self-actualization will lead to moderate enthusiasm in performance. Models of Organizational Behavior
  33. 33. 33 Models of Organizational Behavior  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.
  34. 34. 34 Models of Organizational Behavior  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.
  35. 35. 35 Models of Organizational Behavior  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.
  36. 36. 36 Five Dimensions of Social Intelligence 1. 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. Models of Organizational Behavior Karl Hans Albrecht Karl Hans Albrecht is a German entrepreneur who founded the discount supermarket chain Aldi with his brother Theo. As of October 2012, Albrecht is listed as one of the richest people in the world with an estimated net worth of US$22.6 billion.
  37. 37. 37  Managers try to convey to each workers; Models of Organizational Behavior
  38. 38. 38  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. Models of Organizational Behavior
  39. 39. 39  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 Models of Organizational Behavior
  40. 40. 40  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. Models of Organizational Behavior
  41. 41. 41  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. Models of Organizational Behavior
  42. 42. 42 Autocratic Custodial Supportive Collegial System Basis of model Power Economic resources Leadership Partnership Trust, community, meaning Managerial orientation Authority Money Support Teamwork Caring, compassion Employee orientation Obedience Security and benefits Job 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 recognition Self- actualization Wide range Performance result Minimum Passive cooperation Awakened drives Moderate enthusiasm Passion and commitment to organizational goals Models of Organizational Behavior
  43. 43. 43 Models of Organizational Behavior
  44. 44. 44 Models of Organizational Behavior 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.
  45. 45. 45 Models of Organizational Behavior 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.
  46. 46. 46 Models of Organizational Behavior 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.
  47. 47. 47 Models of Organizational Behavior 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.
  48. 48. 48 Models of Organizational Behavior 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.
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