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Models of OB


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Models of OB

  1. 1. Models of OB By - Payal Chhabra
  2. 3. Philosophy <ul><li>The philosophy {model} of OB held by management consists & integrated set of assumptions beliefs about the way things are, the purpose of this activities, & the way should be. </li></ul><ul><li>This philosophies are sometimes explicit & occasionally implicit, in the minds of manager. </li></ul><ul><li>Five major OB philosophies includes autocratic, custodial, supportive, collegial, SOBC. </li></ul>
  3. 4. Selected element of a Philosophy Statement <ul><li>We are committed to quality, cost effectiveness ,& technical excellence </li></ul><ul><li>People should treat each other with consideration ,trust , & respect. </li></ul><ul><li>Each person is valuable, is unique & makes a contribution. </li></ul>
  4. 5. Selected element of a Philosophy Statement <ul><li>Innovation is essential. </li></ul><ul><li>Open communication are important for attaining success. </li></ul><ul><li>Decision should be reached participatively. </li></ul>
  5. 6. Values <ul><li>The rules by which we make decisions about right & wrong, should & shouldn’t, good & bad. </li></ul><ul><li>They also tell us which are more or less important ,which is useful when we have to trade off meeting on value over another. </li></ul>
  6. 7. Sample of Value Statement
  7. 8. McDonald's Values <ul><li>We place the customer experience at the core of all we do </li></ul><ul><li>Our customers are the reason for our existence.  We demonstrate our appreciation by providing them with high quality food and superior service, in a clean, welcoming environment, at a great value.  </li></ul>
  8. 9. McDonald's Values <ul><li>We are committed to our people </li></ul><ul><li>We provide opportunity, nurture talent, develop leaders and reward achievement.  We believe that a team of well-trained individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and drives high levels of engagement is essential to our continued success. </li></ul>
  9. 11. Tata Values <ul><li>Core values Tata has always been values-driven. These values continue to direct the growth and business of Tata companies. The five core Tata values underpinning the way we do business are: </li></ul><ul><li>Integrity: We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. </li></ul><ul><li>Understanding: We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serve. </li></ul>
  10. 12. <ul><li>Excellence: We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide. </li></ul><ul><li>Unity: We must work cohesively with our colleagues across the group and with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation. </li></ul><ul><li>Responsibility: We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over. </li></ul>
  11. 13. Vision <ul><li>It represents a challenging portrait of the organizations & its members can be – a possible & desirable future. </li></ul><ul><li>Leaders must portrait the exciting projections about the organizations should go & what major changes lie ahead. </li></ul><ul><li>Once the vision is established, persistent & enthusiastic communication is required to sell it throughout the ranks of employees so they will embrace it with commitment. </li></ul>
  12. 14. Sample Vision Statement <ul><li>&quot;We will be a globally respected corporation.“ </li></ul>
  13. 15. Sample Vision Statement <ul><li>A clear direction </li></ul><ul><li>The four pillars of our vision set out the long term direction for the company – where we want to go and how we are going to get there: </li></ul><ul><li>We work to create a better future every day </li></ul><ul><li>We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. </li></ul><ul><li>We will inspire people to take small everyday actions that can add up to a big difference for the world. </li></ul><ul><li>We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact. </li></ul>
  14. 16. Goals <ul><li>Goals are relatively concrete formulations of achievements the organization is aiming for within set periods of time, such as one to five years. </li></ul><ul><li>Goal setting is a complex process for top managements goals need to be merged with those of employees, who bring their psychological, social,& economic needs with them to the organization. </li></ul>
  15. 17. Sample of Goal <ul><li>Goal 1: Determine Whether Life Ever Arose on Mars </li></ul><ul><li>Goal 2: Characterize the Climate of Mars </li></ul><ul><li>Goal 3: Characterize the Geology of Mars </li></ul><ul><li>Goal 4: Prepare for Human Exploration </li></ul>
  16. 19. Activity <ul><li>Make groups of 5 students in each group . </li></ul><ul><li>Collect the Vision, Values & Goals of different companies in same sector & compare it. </li></ul>
  17. 20. Models of OB Basic of model Autocratic Custodial Supportive Collegial Managerial orientation Power Economic resources Leadership Partnership Employee Orientation Authority Money Support Teamwork Employee Psychological Result Dependence on boss Dependence on org. Participation Self discipline Employees need met Subsistence Security Status & recognition Self actualization Performance result. Minimum Passive cooperation Awakened drives Moderate enthusiasm
  18. 21. Autocratic
  19. 22. Autocratic <ul><li>The basis of this model is power managerial orientation of authority . </li></ul><ul><li>Those who are in command must have the power to demand “ you do this or else” </li></ul>
  20. 23. Autocratic <ul><li>The employee in turn are oriented towards obedience & dependence on boss. </li></ul><ul><li>The employee need that is met is subsistence. </li></ul><ul><li>The performance result is </li></ul><ul><li>minimal. </li></ul>
  21. 24. Autocratic <ul><li>Its principal weakness is its high human cost especially as caused by micromanagement. </li></ul><ul><li>Micromanagement - a natural pattern of autocratic manager - is the immersion of manager into controlling the details of daily operations. </li></ul><ul><li>Employees typically detest micromanager, with a result being low morale, paralyzed decision on making being second guessed & high turn over. </li></ul>
  22. 25. Autocratic <ul><li>Usefulness </li></ul><ul><li>Acceptable approach to guide managerial behavior when there where no well known alternatives. </li></ul><ul><li>Useful under some extreme conditions such as organizational crises. </li></ul>
  23. 26. Custodial
  24. 27. Custodial Model <ul><li>The basis of this model is economic resources with managerial orientation of money. </li></ul><ul><li>The employee in turn are </li></ul><ul><li>oriented towards security. </li></ul>
  25. 28. Custodial Model <ul><li>The employee need that is met is security. </li></ul><ul><li>Employee feel with reasonable containment. </li></ul><ul><li>Most employees are not producing anywhere near there capacities. </li></ul><ul><li>The performance result is </li></ul><ul><li>passive co-operation. </li></ul>
  26. 29. Supportive
  27. 30. Supportive Model <ul><li>The basis of this model is leadership with a managerial orientation of support. </li></ul><ul><li>The employees in turn are oriented towards job performance & participation </li></ul>
  28. 31. Supportive Model <ul><li>Psychological result is a feeling of participation & task involvement in the organization. </li></ul><ul><li>Employees may say we insisted of they . </li></ul>
  29. 32. Supportive Model <ul><li>Employees are strongly motivated because their status & recognition needs are better met thus they have awakened drive for work. </li></ul>
  30. 33. Collegial
  31. 34. Collegial Model <ul><li>The basis of this model is partnership with a managerial orientation of teamwork. </li></ul><ul><li>The result is that employees feel needed & useful. </li></ul>There is at least one thing that cannot be done without you .
  32. 35. Collegial Model <ul><li>The employees in turn are oriented towards responsible behavior and self-discipline. </li></ul><ul><li>The employee need that is met is self-actualization. The performance result is moderate enthusiasm </li></ul>
  33. 36. SOBC <ul><li>This model is based on the assumption that every behavior is caused. What we see are the consequences of the behavior shown by organism due to stimulus.: </li></ul>
  34. 37. SOBC
  35. 38. SOBC <ul><li>The Stimulus </li></ul><ul><li>is the cause that may be overt or covert, physical, social, psychological, technological, environmental etc. </li></ul><ul><li>The Organism </li></ul><ul><li>can be individual or a group. They have cognitive mediators with physiological existence. </li></ul>
  36. 39. SOBC <ul><li>The Consequences – </li></ul><ul><li>are expressed as the results that may be overt or covert. Positive or negative and can have effects on environmental dynamics and applications. </li></ul>
  37. 40. SOBC <ul><li>SOBC model is based on the very practical philosophy of human behavior that: every behavior is caused & follows the Cause-Effect relationship. </li></ul>
  38. 41. Conclusion <ul><li>Evolving Model </li></ul><ul><li>Relation of models to Human Needs. </li></ul><ul><li>Increasing use of some models. </li></ul><ul><li>Contingent use of all models. </li></ul><ul><li>Managerial flexibility . </li></ul>
  39. 42. Evolving Model <ul><li>Managers /organizations use of the models tends to evolve over time. </li></ul><ul><li>There is no permanent model. </li></ul><ul><li>Primarily challenge to management is to identify the model it is actually using & then access its current effectiveness. </li></ul>
  40. 43. Relation of models to Human Needs. <ul><li>The five models are closely related to human needs . </li></ul><ul><li>Each model is built upon the accomplishments of the other. </li></ul>
  41. 44. Increasing use of some Models <ul><li>The tend towards supportive, collegial & SOBC will increase . </li></ul><ul><li>Only this newer models can offer the satisfaction of the employees needs for esteem ,autonomy & self satisfaction. </li></ul>
  42. 45. Contingent use of all Models. <ul><li>Though one model may me used at any given time, some appropriate use will remain for other models. </li></ul><ul><li>The 5 models will continue to be used, but the more advanced model will have growing use as progress is made & employees expectations rise. </li></ul>
  43. 46. Managerial Flexibility <ul><li>Managers need to identify their current behavioral model & must keep it flexible & current. </li></ul><ul><li>Mangers need to read, reflect, to interact with others & to be receptive to challenges to their thinking from colleagues & their employees . </li></ul>
  44. 47. <ul><li>Email Id- [email_address] </li></ul>
  45. 48. Test <ul><li>What is OB ? </li></ul><ul><li>Why is OB Important? </li></ul><ul><li>Explain different models of OB. </li></ul>