The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
WINNERS DONT DO DIFFERENT THINGS...THEY DO THINGS DIFFERENTLY.,,,,,,Jana souhruda village offices in KeralaRole of Revenue officers.Public Relations.ppt Uploaded by T.James Joseph Adhikarathil,Kottayam-Mob.9447464502.
The Author personally conducts the Lecture-Workshop in your Country. She lives in Tagaytay City, Philippines. To Reserve a Workshop Date in your Venue, please call her directly: Local (Philippines): 09295197788 or International: (63) 9266787938.E-mail: wellnesspilipinasinternational@gmail.com. E-mail: ambassadorzara@gmail.com
ARRANGEMENT & FEES:
Professional Fee: (Philippines):
P10,000 per talk provided the Organizer will fetch and bring back the Speaker in Tagaytay City.
For Companies Without Transportation Arrangement, Speaker's Fee is P15,000 for Private Companies
Hotel Accommodation and Plane Tickets c/o Organizer (for out-of-town)
INTERNATIONAL Professional Fee: $1,000 USD per talk
Hotel Accommodation and Plane Tickets c/o Organizer
FYI: Ambassador Zara Jane Juan conducts the Training herself to fund the Peace Missionary Programs of Sailing for Peace because she doesn’t receive donations to prevent corruption.
PEACE VIGIL Programs are:
Initiating Peace: Interfaith Interracial Intercultural Worldwide Prayers to End Terrorism
Educating Peace: Wellness for Peace Education on Climate Change Worldwide
Innovating Peace: Climate Change & Peace Building Eco Forum and Symposium
Beyond Fellowship and Charities… Making the District Rotaract Committee Responsive in serving Rotaractors and the Youth.
A Breakout session module for District Officers of Rotaract District 3790 during the District Leadership Training (July 30,2016) at Newtown Plaza Hotel, Baguio City.
People may forget what you said...People may forget what you did...But they will never forget HOW YOU MAKE THEM FEEL....SOFT SKILLS ppt prepared by T james Joseph,Tahsildar Mob 9447464502
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
The Environment and Corporate Culture1. Define an organizational.docxarnoldmeredith47041
The Environment and Corporate Culture
1. Define an organizational ecosystem and how the general and task environments affect an organization’s ability to thrive.
The organizational environment consists of all elements existing outside the boundary of the organization that have the potential to affect and influence the organization. This environment consists of two layers: the task environment and the general environment.
The task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance such as competitors, suppliers, and customers.
The general environment affects the organization indirectly. It includes social, economic, legal-political, international, natural, and technological factors that influence all organizations about equally.
2. Explain the strategies that managers use to help organizations adapt to an uncertain or turbulent environment.
The environment creates uncertainty for organization managers. Uncertainty means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes. Two basic factors that influence uncertainty are the number of factors that affect the organization and the extent to which those factors change. Strategies to adapt to these changes in the environment include boundary-spanning roles, interorganizational partnerships, and mergers and joint ventures.
Boundary-spanning roles are assumed by people and/or departments that link and coordinate the organization with key elements in the external environment. Interorganizational partnerships are a popular strategy for adapting to the environment by reducing boundaries and increasing collaboration with other organizations. A merger is the combining of two or more organizations into one. A joint venture involves a strategic alliance or program by two or more organizations.
3. Define corporate culture.
Culture can be defined as the set of key values, beliefs, understandings, and norms shared by members of an organization. It can be analyzed at two levels. At the surface level are visible artifacts, which include things such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout. At a deeper, less obvious level are the expressed values and beliefs, which can be discerned from how people explain and justify what they do. These are values that members of the organization hold at a conscious level. They can be interpreted from the stories, language, and symbols that organization members use to represent them. Some values become so deeply embedded in a culture that members are no longer consciously aware of them. These basic, underlying assumptions and beliefs are the essence of culture and subconsciously guide behavior and decisions.
4. Provide organizational examples of symbols, stories, heroes, slogans, and ce.
PUBLIC ADMINISTRATION BY THE YEAR 2000:
LOOKING BACK INTO THE FUTURE
Tapales, Prosperina Et. Al.
National College of Public Administration and Governance (NCPAG)
University of the Philippines – Diliman
Quezon City
pp.178 - 185
Simplified Explained Version, REPUBLIC ACT 9485 - ANTI-RED TAPE ACT OF 2007, Report for PAE1-Service Delivery System, College of Public Administration - Tarlac State University
Detailed Explained Version, REPUBLIC ACT 9485 - ANTI-RED TAPE ACT OF 2007, Report for PAE1-Service Delivery System, College of Public Administration - Tarlac State University
BUDGET PROCESS OF THE PHILIPPINE NATIONAL GOVERNMENT, Report for PA1-Introduction to Public Administration, College of Public Administration - Tarlac State University
Group #2 Report on "Organizational Behavior" for PA3 - Management in Organizations, College of Public Administration - Tarlac State University. Authored by Omar Navarro Dimarucot
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Pitch Deck Teardown: RAW Dating App's $3M Angel deck
ORGANIZATIONAL BEHAVIOR
1.
2. To learn about yourself and how to deal with
others
You are part of an organization now, and will
continue to be a part of various organizations
Organizations are increasingly expecting
individuals to be able to work in teams, at
least some of the time.
You would be able to empower yourself and
see companies and its dynamics in a different
light thereby becoming better managers and
future leaders.
I N T R O D U C T I O N
3. Organization
Organization Structure
Organizational System
Organizational Culture
Organizational Behavior
Organizational Behavior System
Organizational Climate
I N T R O D U C T I O N
4. A consciously coordinated social unit,
composed of two or more people, that functions
on a relatively continuous basis to achieve a
common goal or set of goals.
Shared…
vision?
mission?
values?
Concepts of Organization
5. Bring together resources to achieve desired
goals and outcomes
Produce goods and services efficiently
Facilitate innovation
Use modern manufacturing and information
technologies
Adapt to and influence a changing environment
Create value for owners, customers and
employees
Accommodate ongoing challenges of diversity,
ethics, and the motivation and coordination of
employees
Concepts of Organization
6. System of relations, governing activities of
employees, reliant upon one another to meet
common goals
Embedded in position descriptions
Pictured in position relationships shown on organizational
charts
Revealed in distribution of authority and communication
channels
Since it is based upon relationships, it changes, even
when it looks fixed
Varies from the simple to complex
Can be formal or informal
May be centralized or decentralized
Marked by specialization and coordination
Concepts of Organization
7. "organizational systems
are stable, influence
everyone's performance
and can be consciously
designed."
However, prior to planning
an organizational system,
knowledge of the various
types of systems that exist
is required.
Concepts of Organization
9. Concepts of Organization
It was developed out of necessity because
populations increased and the need for food and
security became pressing.
headed by a chief who is followed by a group of
people that may differ in class and leadership
role
10. Concepts of Organization
also know as a bureaucratic management,
there is a chief executive officer at the head of
the organization.
It is simple and easy to understand because of
the well-defined structure, authority and job
responsibilities.
11. Concepts of Organization
a business in which the structure has few or no
levels of management between staff members
and managers.
Also known as horizontal systems.
functions on the assumption that well-trained
and skilled workers are more productive when
directly involved in the decision-making process,
rather than supervised by many managers.
12. Concepts of Organization
combines both the flat and hierarchical
structures.
a general manager is at the top of the hierarchy
while the rest of the organization is mostly flat.
allows for a better integration of diverse areas of
expertise.
allows for wiser decisions because of the wide
range of skills and specialization from team
members applied to the business.
13. Concepts of Organization
developed in the 1990s, is an informal structure that
meets immediate demands and provides long-term
flexibility.
The system allows an executive committee to keep the
control and make important decisions while decentralized
work units are formed around the tasks and projects.
This model can only work if multiple information
technologies, such as telecommunications, are used and
management principles are understood to allow for the
constant change in teams to be done as efficiently as
possible.
16. “…the system of norms, beliefs and assumptions,
and values that determine how people in the
organization act—even when that action may be at
odds with written policies and formal reporting
relationships.”
Not a model for management but a theory that explains
workplace behavior.
Often operates unconsciously but guides action and
affects ability to change.
Exists alongside formal organizational structure, can be
at odds with it.
Learned responses of an organization in adapting to an
external environment and integrating internally its
experiences.
Concepts of Organization
17. a field of study that investigates how individuals, groups
and structure affect and are affected by behavior within
organizations, for the purpose of applying such
knowledge toward improving an organization’s
effectiveness.
as an applied science is a scientific discipline in which a larch
number of research studies and conceptual developments
constantly add to its knowledge base.
It provides a useful set of tools at many levels of analysis to
help managers look at the behavior of individuals within the
environment. I
It also aids their understanding of the complexities which affect
the interpersonal relations of dynamics of relationships within
small groups, both formal and informal.
The nature of study of organizational behaviour is investigative
to establish cause and effect relationship.
Concepts of Organizational Behavior
26. Elements of an Organizational Behavior System
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
27. 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
28. 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
29. • 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
30. 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
31. 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
32. Elements of an Organizational Behavior System
Values Statement
We believe in demonstrated competence,
institutional integrity, personal commitment and
deep sense of nationalism.
(TESDA)
33. 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 )
34. http://www.csc.gov.ph/cscweb/value.html
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 )
35. 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
36. 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
37. 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
38. 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
39. 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
40. 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
41. 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
42. 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.
Elements of an Organizational Behavior System
44. 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
Models of Organizational Behavior
45. 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.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational Behavior
46. 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.
47. 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.
48. 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.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational Behavior
49. 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.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational Behavior
50. 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
51. 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
52. 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
54. Employees normally feel
some degree of fulfillment,
worthwhile contribution, and
self-actualization.
This self-actualization will
lead to moderate enthusiasm
in performance.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational Behavior
55. 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.
56. 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.
57. 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.
58. 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.
59. Managers try to convey to each workers;
Models of Organizational Behavior
60. 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
61. 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
62. 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
63. 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
64. 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
66. 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.
67. 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.
68. 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.
69. 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.
70. 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.
71. Employees in the organization keep studying the
management philosophy and various actions they take
to deal with organizational factors that are of a routine
nature.
These include the following:
ORGANIZATION CLIMATE
72. A. Selection Process of the employees.
B. Leadership style and approach to solve problems of the
employees.
C. Wage administration.
D. Attitude to implement change and incorporate latest
technology.
E. Job description.
F. Organizational structure and frequency to modify the
same based on need.
G. Performance evaluation.
H. Promotion policy and its implementation.
I. Efforts involved in promoting creativity and
innovations.
J. Availability of resources for research and development.
K. Organizational values and promotion of culture.
ORGANIZATION CLIMATE
73. (a) Overt factors
can be measured and fair
assessment can therefore be
made about the intentions of
the management and efforts
they are putting in to build an
appropriate organizational
climate.
• Hierarchy
• Goals of the organization
• Financial resources
• Skills and abilities of employees
•Technological state of the
organization
• Performance standards adopted
• Efficiency measurement
ORGANIZATION CLIMATE
(b) Covert factors
can not be quantified being of
subjective nature
• Values
• Attitude
• Norms
• Feelings
• Interaction
• Supportiveness
• Satisfaction
organizational climate is classified into two factors as under:
74. 1) Objectives are widely shared by the members and there is
a strong consistent flow of energy toward those
objectives.
2) People feel free to signal their awareness of difficulties
because they expect the problems to be dealt with and
they are optimistic that these problems can be solved.
3) Problem-solving is highly pragmatic. In attacking
problems, people work informally and are not preoccupied
with status, territory, or second guessing ―what higher
management will think.‖ A great deal of non-conforming
behavior is tolerated.
4) The judgment of people lower down in the organization is
respected.
Characteristics Healthy Organizations
75. Characteristics Healthy Organizations
5) Collaboration is freely entered into. People readily
request the help of others and are willing to give in turn.
Ways of helping one another are highly developed.
Individuals and groups compete with one another, but
they do so fairly and in the direction of a shared goal.
6) When there is a crisis, the people quickly band together
in work until crisis departs.
7) Conflicts are considered important to decision-making
and personal growth. They are dealt with effectively, in
the open. People say what they want and expect others to
do the same.
76. Characteristics Healthy Organizations
8) There is a great deal of on-the-job learning based on a
willingness to give, seek, and use feedback and advice.
People see themselves and other as capable of
significant personal growth and development.
9) Joint critique of progress is routine.
10) Relationships are honest. People do care about one
another and do not feel alone.
11) People are ―turned on‖ and highly involved by choice.
They are optimistic. The work place is important and fun
(why not?).
12) Leadership is flexible, shifting in style and person to suit
the situation.
77. Characteristics Healthy Organizations
13) There is a high degree of trust among people and a sense
of freedom and mutual responsibility. People generally
know what is important to the organization and what isn’t.
14) Risk is accepted as a condition of growth and change.
15) ―What can we learn from each mistake?‖
16) Poor performance is confronted, and a joint resolution
sought.
78. Characteristics Healthy Organizations
17) Organizational structure, procedures, and policies are
fashioned to helped people get the job done and to
protect the long-term health of the organization, not to
give each bureaucrat his due. These procedures are also
readily changed.
18) There is a sense of order, and yet a high rate of
innovation. Old methods are questioned and often give
way to new ones.
79. Characteristics Unhealthy Organizations
1) Little personnel investment in organizational objectives,
except to top levels.
2) People in the organization see things going wrong and do
nothing about it. Nobody volunteers. Mistakes and
problems are habitually hidden or shelved. People treat
each other in a formal and polite manner that masks
issues—especially with the boss. Non-conformity is
frowned upon. People talk about office troubles at home
or in the halls, not with those involved.
3) People at the top try to control as many decisions as
possible. They become bottlenecks, and make decisions
with inadequate information and advice. People complain
about manager’s irrational decisions.
80. Characteristics Unhealthy Organizations
4) Managers feel alone in trying to get things done.
Somehow, orders, policies and procedures do not get
carried out, as intended.
5) The judgment of people lower down in the organization is
not respected outside the marrow limits of their jobs.
6) Personal needs and feelings are side issues.
7) People compete when they need to collaborate. They are
jealous of their area of responsibility. Seeking or
accepting help is unthought of they destruct each other’s
motives and speak poorly of one another, the manager
tolerates this.
8) When there is a crisis, people withdraw or start blaming
one another.
81. Characteristics Unhealthy Organizations
9) Conflict is mostly covert and managed by office politics
and other games, or there are interminable and
irreconcilable arguments
10) Learning is difficult. People don’t approach their peers to
learn from them, but have to learn from their own
mistakes; they reflect the experience of others. They get
little feedback on performance, and much of that is not
helpful.
11) Feedback is avoided.
12) Relationships are contaminated by marksmanship and
image-building. People feel alone and lack concerns for
one another. There is an undercurrent of fear.
82. Characteristics Unhealthy Organizations
13) Conflict is mostly covert and managed by office politics
and other games, or there are interminable and
irreconcilable arguments
14) Learning is difficult. People don’t approach their peers to
learn from them, but have to learn from their own
mistakes; they reflect the experience of others. They get
little feedback on performance, and much of that is not
helpful.
15) Feedback is avoided.
16) Relationships are contaminated by marksmanship and
image-building. People feel alone and lack concerns for
one another. There is an undercurrent of fear.