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 Behavior

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

Elements Organizational Behavior
Models of of Organizational Behavior System

Management’s
Philosophy ● Values ● Vision ● Mission ● Goals

Formal Social
Organizational Culture
Organization Environment
Leadership ● Communication ●
Informal Group Dynamics
Organization
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 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.
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.
• 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.

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.


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


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, 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/


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


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)


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.


Mission of TESDA
TESDA provides direction, policies,
programs and standards towards quality
technical education and skill development.

Mission of BSU
To develop competitive professionals who
are committed to build a sustainable life for
all through quality instruction, research,
extension and production.


Mission ABS-CBN
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 of Green Bank, Inc.

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.


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


Theory X Theory Y
• The typical person • Work is natural as play or
dislikes work and will rest.
avoid it if possible. • People are not inherently
• The typical person lazy. They have become
lacks responsibility, that way as result of
has little ambition, experience.
and seeks security • People will exercise self-
above all. direction and self-control
in the service of
objectives to which they
are committed.


Theory X Theory Y

• Most people must • People have potential.
be coerced, Under proper
controlled, and conditions they learn to
threaten with accept and seek
punishment to get responsibility. They
them to work. have imagination,
ingenuity, and creativity
that can be applied to
work.


Theory X Theory Y
• Managerial • Managerial role is to
role is to develop the potential in
coerce and employees and help
control them release that
employees. potential toward
common objective.


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.


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


1. Autocratic

2. Custodial

3. Supportive

4. Collegial

5. System


Autocratic Custodial Supportive Collegial System
Trust,
Basis of Economic
Power Leadership Partnership community,
model resources
meaning
Managerial Caring,
Authority Money Support Teamwork
orientation compassion
Employee Security and Job Responsible Psychological
Obedience
orientation benefits performance behavior ownership
Employee Dependence
Dependence Self- Self-
psychological on Participation
on boss discipline motivation
result organization
Employee Status and Self-
Subsistence Security Wide range
needs met recognition actualization
Passion and
commitment
Performance Passive Awakened Moderate
Minimum to
result cooperation drives enthusiasm
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 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-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.


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.


The basis of
this model is
leadership with
a managerial
orientation of
support.

The employees in turn are oriented
towards job performance and
participation.


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.


The basis of this model is partnership
with a managerial orientation of
teamwork.
The result is that the employees feel
needed and useful.



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.



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.


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

2. Social intelligence.
intelligence


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.
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 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”.


Facilitators Roles for Managers in the
System Model of OB
• 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 (continue)
• 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


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.


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
Needs

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.

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.


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.

Models Of Organizational Behavior

Models Of Organizational Behavior

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