This document discusses several theories and models of organizational behavior including: 1) Theory X and Theory Y which propose different views of employee motivation and management styles. Theory X assumes employees dislike work while Theory Y assumes employees can exercise self-direction. 2) Herzberg's two-factor theory which distinguishes between motivator factors like achievement that create job satisfaction, and hygiene factors like pay that prevent dissatisfaction. 3) Expectancy theory which proposes that an individual's effort depends on the strength of the expectation that an action will lead to a reward. The document also covers behavioral theories including operant conditioning, reinforcement, and models of leadership styles from autocratic to collegial.

1. Different Theories and
Models of Organizational
Behavior

2. Theory
 Is a systematic grouping of interdependent
concepts and principles that gives a framework to
a significant area of knowledge.
 According to HOMANS, a theory “in its lowest
form of classification, is a set of pigeon holes, a
filing cabinet in which facts can accumulate.
Nothing is more lost than a loose fact.”

3. Importance of Theory:
 To provide a means of classifying significant
and pertinent management information and
knowledge.
 Some theories give guidelines explaining
relationships between two or more sets of
variables.

6. THEORY X THEORY Y
 The person dislikes work.
 Work is as natural as
 The person lacks play or rest.
responsibility, has little
 People are not lazy, they
ambition, and seeks
have become that way as
security above all.
result of experience.
 Most people must be
 People exercise SELF-
COERCED,CONTROLLED
DIRECTION and SELF-
, THREATENED with
CONTROL in the service
punishment to get them
to which they are
to work.
committed.
 People have potential.

8. HYGIENE or MAINTENANCE
FACTORS:

9. MOTIVATOR or JOB
CONTENT FACTORS:

10. MOTIVATORS SATISFIERS
 Achievements  Company policies &
 Recognition Administration
 Advancement  Quality of Supervision
 Relationship with
 Work Challenge
Supervisor
 Possibility for  Peer Relations
Development
 Pay
 Responsibility
 Job Security
 Working Conditions
 Status

11.  According to Herzberg, motivators are
intrinsically motivating the employees that
constitute the most enduring sources of
motivation in the work environment while
the satisfiers are important factors because
these creates dissatisfaction, if not properly
attended to by management.

13.  “People who are high in need
achievement are highly motivated
to strive for satisfaction that is
derived from accomplishing some
challenging tasks. These people
also prefer obtaining
specific, timely criticism and
feedback about their performance.”

15. BASIC NEEDS TO DRIVE PEOPLE:
Need for Achievement
Need for Power
Need for Affiliation
Need for Competence

17.  Skinner believed that “the environment
determines the individual behavior
event if he alters the environment.”
 Rewards or any Stimuli that serve as
positive reinforcers of certain behavior
are found to be more powerful than the
negative and neutral reinforcers, even
if both sets of rein forcers may be used.

18. OPERANT or OPERANT
CONDITIONING
Is a kind of learning in
which behavior is shaped
by selective reinforcement.

19. BEHAVIOR MODIFICATION:
The process of systematically
reinforcing positive behavior
while at the same time
ignoring negative
reinforcements to eliminate
unwanted behavior.

20. 6 Consideration for the Use of Positive
Reinforcements in Modifying Motivational
Behaviors of Workers:
 Do not reward equally.
 Failure to reinforce may encourage poor subsequent
performance.
 Inform workers about what they can do to get
reinforcement.
 Tell workers when and what they are doing wrong.
 Do not punish a subordinate in front of other workers.
 Be fair.

22. EXPECTANCY:
Refers to the degree of an
individual’s anticipatory
belief that his specific action
will certainly end in a
particular result or outcome.

25. This theory is based on the
assumption that MONEY is
the primary motivation of
increasing the productivity
level of performance of
workers-that if the reward is
greater enough, workers will
naturally produce more.

28. Focuses on the content or nature
of items that motivate an
individual.
 It relates the individual’s inner
self and how that individual’s
internal state of needs determine
behavior.

31. “Carrot” “Stick”
Is money  In the form of
fear-fear of loss of
in form of job, loss of
income, reductio
pay or n, demotion and
some other
bonuses. penalty.

33. MODELS SUPPORTIVE COLLEGIAL CUSTODIAL AUTOCRATIC
BASIS OF MODEL Leadership Partnership Economic Power
Resources
MANAGERIAL Support Team Work Money Authority
ORIENTATION
EMPLOYEE Job Responsive Security & Obedience
ORIENTATION Performance Behavior Benefits
EMPLOYEE Participation Self- Discipline Dependence Dependence
PSYCHOLOGICAL on on Boss
RESULTS Organization
EMPLOYEE NEEDS Status & Self- Security Subsistence
MET Recognition Actualization
PERFORMANCE Awakened Moderate Passive Minimum
RESULT Drive Enthusiasm Cooperation