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The document outlines five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. It describes the basis, managerial orientation, employee orientation, employee psychological result, and performance result of each model. The autocratic model focuses on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and job performance. The collegial model is based on partnership and teamwork, and the system model is built on trust, community, and understanding.
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Models of ob
The document outlines five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. The autocratic model is based on power and obedience, while the custodial model focuses on material rewards and security. The supportive model emphasizes leadership support and participation. The collegial model uses a team approach. The system model is based on trust, community, meaning, care, and compassion. It argues the system model best stimulates passion and commitment in employees.
Different models of organisations behaviour
Different models of organisations behaviour
1. Autocratic Model
2. Custodial Model
3. Supportive Model
4. Collegial Model
5. System Model
Custodial model
The custodial model focuses on providing economic security for employees through wages and benefits in order to create loyalty and motivation. It views employees as dependent on the compensation package from the organization. According to this model, managers can improve performance by offering financial incentives like bonuses for good performance, creating a win-win environment for employees and the organization. However, this overemphasis on financial rewards can discourage teamwork as employees focus solely on individual performance and undermine the concept of collaboration. It also potentially creates a political and toxic work environment if not managed properly.
Models of Organisational Behavior
This document discusses models of organizational behavior. It begins by explaining that a firm's top management model tends to extend throughout the organization. It then defines organizational behavior as the scientific study of how people interact in groups, with the goal of creating more efficient businesses. The document goes on to describe 5 models: the autocratic model which depends on authority; the custodial model which depends on economic resources; the collegial model which depends on partnership; the supportive model which depends on leadership; and the system model in which managers demonstrate caring to help employees feel ownership over the organization. Examples are provided for each model.
Organizational Behaviour-model (OB Model)
It is a field of study that investigates the impact of individuals, groups, and structures on human behavior within organizations; the aim is to apply such knowledge towards improving organizational effectiveness.
Models of Organisational Behaviour
The document outlines 5 models of organizational behavior: 1) autocratic model which relies on power and managerial authority, 2) custodial model which depends on economic resources and employee benefits, 3) supportive model based on leadership and employee encouragement, 4) collegial model where employees cooperate as a team, and 5) system model based on trust and self-motivation leading to committed employees and high performance.
3 different models of organizational behaviour
The autocratic model is based on power and authority, with employees oriented towards obedience. It meets only subsistence needs and results in minimal performance. Its main weakness is high human costs from micromanagement.
The custodial model is based on economic resources, with employees oriented towards security. It meets security needs but results in passive cooperation as employees do not work to full capacity.
The supportive model is based on leadership and support, motivating high performance as employees' psychological and recognition needs are better met. They feel participation and involvement in the organization.
The collegial model is based on partnership and teamwork. Employees feel needed and useful, meeting their self-actualization needs and engaging responsible behavior and
Chapter 2 models of organizational behavior
The document discusses two different assumptions about human nature and the role of management. The first assumes that people are inherently lazy and must be coerced into working through threats of punishment. The second assumes that people have potential and creativity, and will be motivated to work if given proper conditions where they can accept responsibility and have their potential developed and directed towards common objectives. This second approach depends on leadership rather than power or economic resources, and views management's role as providing a supportive climate where employees can grow and accomplish things in the interest of the organization.
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Models of ob
The document outlines five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. The autocratic model is based on power and obedience, while the custodial model focuses on material rewards and security. The supportive model emphasizes leadership support and participation. The collegial model uses a team approach. The system model is based on trust, community, meaning, care, and compassion. It argues the system model best stimulates passion and commitment in employees.
Different models of organisations behaviour
Different models of organisations behaviour
1. Autocratic Model
2. Custodial Model
3. Supportive Model
4. Collegial Model
5. System Model
Custodial model
The custodial model focuses on providing economic security for employees through wages and benefits in order to create loyalty and motivation. It views employees as dependent on the compensation package from the organization. According to this model, managers can improve performance by offering financial incentives like bonuses for good performance, creating a win-win environment for employees and the organization. However, this overemphasis on financial rewards can discourage teamwork as employees focus solely on individual performance and undermine the concept of collaboration. It also potentially creates a political and toxic work environment if not managed properly.
Models of Organisational Behavior
This document discusses models of organizational behavior. It begins by explaining that a firm's top management model tends to extend throughout the organization. It then defines organizational behavior as the scientific study of how people interact in groups, with the goal of creating more efficient businesses. The document goes on to describe 5 models: the autocratic model which depends on authority; the custodial model which depends on economic resources; the collegial model which depends on partnership; the supportive model which depends on leadership; and the system model in which managers demonstrate caring to help employees feel ownership over the organization. Examples are provided for each model.
Organizational Behaviour-model (OB Model)
It is a field of study that investigates the impact of individuals, groups, and structures on human behavior within organizations; the aim is to apply such knowledge towards improving organizational effectiveness.
Models of Organisational Behaviour
The document outlines 5 models of organizational behavior: 1) autocratic model which relies on power and managerial authority, 2) custodial model which depends on economic resources and employee benefits, 3) supportive model based on leadership and employee encouragement, 4) collegial model where employees cooperate as a team, and 5) system model based on trust and self-motivation leading to committed employees and high performance.
3 different models of organizational behaviour
The autocratic model is based on power and authority, with employees oriented towards obedience. It meets only subsistence needs and results in minimal performance. Its main weakness is high human costs from micromanagement.
The custodial model is based on economic resources, with employees oriented towards security. It meets security needs but results in passive cooperation as employees do not work to full capacity.
The supportive model is based on leadership and support, motivating high performance as employees' psychological and recognition needs are better met. They feel participation and involvement in the organization.
The collegial model is based on partnership and teamwork. Employees feel needed and useful, meeting their self-actualization needs and engaging responsible behavior and
Chapter 2 models of organizational behavior
The document discusses two different assumptions about human nature and the role of management. The first assumes that people are inherently lazy and must be coerced into working through threats of punishment. The second assumes that people have potential and creativity, and will be motivated to work if given proper conditions where they can accept responsibility and have their potential developed and directed towards common objectives. This second approach depends on leadership rather than power or economic resources, and views management's role as providing a supportive climate where employees can grow and accomplish things in the interest of the organization.
five models of organisation behaviour
The document outlines five models of organizational behavior:
1. Autocratic model - Based on power and authority, with little employee input.
2. Custodial model - Focuses on providing economic security to motivate loyalty.
3. Supportive model - Aims to motivate through positive relationships rather than control.
4. Collegial model - Emphasizes teamwork and participation at all levels.
5. System model - Seeks to balance individual and organizational goals through a partnership approach.
Approach and models of Organization Behavior
This document discusses key concepts in organizational behavior including:
1. The key forces affecting organizational behavior are people, structure, technology, and environment.
2. Fundamental concepts around the nature of people include individual differences, perception, motivation, and values.
3. There are four approaches to studying organizational behavior: human resources, contingency, results-oriented, and systems.
5. Models of organizational behavior include the autocratic, custodial, supportive, collegial, and system models which differ in their basis, orientations, and results.
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This document outlines four organizational behavior (OB) models: autocratic, custodial, supportive, and collegial. It then discusses the development of a basic OB model which contains three levels of analysis - individual, group, and organizational system. The independent variables (X) that can influence outcomes are described for each level. Key dependent variables (Y) that OB researchers study are also defined, such as productivity, absenteeism, turnover, deviant workplace behavior, organizational citizenship behavior, and job satisfaction.
Models of organizational behavior
The document discusses different models of organizational behavior including autocratic, custodial, supportive, collegial, and system models. It describes the key elements of each model including their basis, managerial orientation, employee orientation, needs met, and performance results. The autocratic model relies on power and leads to dependence on the boss. The custodial model focuses on economic resources and benefits to meet security needs. The supportive model uses leadership to help employees grow. The collegial model builds partnership and teamwork. The system model conveys employees are important to the whole system.
A study on five model of organisational behavior
Top management’s models are particularly important to identify, for the underlying model that exists within a firm’s chief executive officer tends extend throughout that firm. For this reason, models of organizational behavior are highly significant.
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The document discusses 5 models of organizational behavior: the autocratic model which relies on obedience and power; the supportive model which focuses on leadership, job performance, and employee support; the collegial model based on partnership, teamwork and responsible behavior; the system model dependent on trust, community and understanding to achieve self-motivation; and the custodial model which uses economic resources and security/benefits to meet employee needs and influence psychological results.
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This document discusses elements of organizational behavior systems and models, including:
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- Key elements like the formal/informal organization, leadership, culture, and motivation
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Ob
Models of organisational behaviour are used to understand and predict human behaviour in organizations. There are several common models including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and authority, while the custodial model focuses on economic resources. The supportive model emphasizes leadership and participation. Finally, the collegial model is based on partnership and teamwork. No single model is best - the optimal model depends on the situation and changes over time. Managers must assess which models are most effective given current conditions.
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This document discusses different models of organizational behavior:
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- The custodial model depends on economic resources to meet employees' security needs but does not strongly motivate performance.
- The supportive model builds on leadership and a supportive work climate to help employees grow and participate.
- The collegial model creates a feeling of partnership through teamwork and mutual respect between management and employees.
- The system model facilitates self-motivation through trust, compassion, and a sense of psychological ownership within the organization.
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2. Custodial model - Focuses on providing economic security to motivate loyalty.
3. Supportive model - Aims to motivate through positive relationships rather than control.
4. Collegial model - Emphasizes teamwork and participation at all levels.
5. System model - Seeks to balance individual and organizational goals through a partnership approach.
Approach and models of Organization Behavior
This document discusses key concepts in organizational behavior including:
1. The key forces affecting organizational behavior are people, structure, technology, and environment.
2. Fundamental concepts around the nature of people include individual differences, perception, motivation, and values.
3. There are four approaches to studying organizational behavior: human resources, contingency, results-oriented, and systems.
5. Models of organizational behavior include the autocratic, custodial, supportive, collegial, and system models which differ in their basis, orientations, and results.
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Models of organizational behavior
The document discusses different models of organizational behavior including autocratic, custodial, supportive, collegial, and system models. It describes the key elements of each model including their basis, managerial orientation, employee orientation, needs met, and performance results. The autocratic model relies on power and leads to dependence on the boss. The custodial model focuses on economic resources and benefits to meet security needs. The supportive model uses leadership to help employees grow. The collegial model builds partnership and teamwork. The system model conveys employees are important to the whole system.
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Top management’s models are particularly important to identify, for the underlying model that exists within a firm’s chief executive officer tends extend throughout that firm. For this reason, models of organizational behavior are highly significant.
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Employee engagement has been studied since the 1920s and can be defined in various ways such as employee ownership, motivation, involvement, commitment and loyalty. An engaged employee is fully involved in and enthusiastic about their work, cares about the company's future, and is willing to go above and beyond to help the company succeed. Engaged employees are more productive and believe they can make a difference. Employee engagement can be measured by tenure, emotional involvement, extra effort, and pride in the workplace. Drivers of engagement include meeting needs, management support, teamwork, growth opportunities, and feeling one's work contributes to company success.
Learn Through Movie (LTM) Presentation : A project given by college ( Prestig...
The document discusses 5 models of organizational behavior: the autocratic model which relies on obedience and power; the supportive model which focuses on leadership, job performance, and employee support; the collegial model based on partnership, teamwork and responsible behavior; the system model dependent on trust, community and understanding to achieve self-motivation; and the custodial model which uses economic resources and security/benefits to meet employee needs and influence psychological results.
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Basic introduction to motivation theories and their relation to employee job satisfiers and job motivational factors.
Equal opportunities for employees
Often, we see a lot of workplaces failing to provide equal opportunities for the employees and hence resulting in a weak workplace diversity. Moreover, due to the lack of workplace equality and strong diversity, the efficiency of the employees can get affected really easily.
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
Methods of increasing industrial morale
This document discusses employee morale and its importance in organizations. It defines morale as the overall attitude and willingness of employees to work. High morale is characterized by adaptability, belongingness, and common goals, while low morale shows in absenteeism, tardiness, and lack of work pride. The document then lists 12 methods to improve morale, such as two-way communication, proper incentives, job security, and grievance resolution. It emphasizes that morale is influenced by many social and workplace factors and must be actively managed by organizations to maximize productivity and success.
Employee engagement.doc
This document discusses employee engagement. It begins by defining employee engagement as a state of emotional and intellectual involvement that workers have in an organization. It then covers drivers of engagement such as recognition, support from management, teamwork, and opportunities for growth. Several models of employee engagement are presented that see engagement as resulting from factors like basic needs being met, discretionary effort, and emotional commitment. The document discusses who holds the key to engagement, identifying organizations, managers and employees. It concludes by outlining some basic pillars for engagement, including security as the number one driver and the need for managing both highs and lows.
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A manager's ability to effectively lead, influence, and communicate impacts a company's success. There are five sources of leadership power and different leadership approaches should be matched to employee and situation characteristics. Effective leaders have traits like intelligence and drive, and influence others through persuasive communication to develop productive work behaviors and attitudes. Organizational politics involve activities to influence others using tactics like building alliances to achieve goals.
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PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
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This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
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This document discusses employee engagement. It provides definitions of employee engagement and how it can be measured. It discusses the pioneers in the field who studied drivers of engagement such as the Hawthorne Effect, Maslow's hierarchy of needs, and McGregor's Theory X and Theory Y. It presents four models of employee engagement and the drivers they identified. It concludes that while organizations, managers and employees all play a role, security is likely the primary driver of engagement.
Importance of motivation in organizational structure
Motivation is important for organizational success. Motivated employees work more productively and help increase company profits and growth. While salary motivates employees to work, additional motivation is needed to achieve their full potential. Motivation theories provide guidance for meeting employee needs and motivating better performance. Effective motivation strategies include recognizing contributions, sharing profits, setting goals, and creating a supportive work environment.
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Models of organisational behaviour are used to understand and predict human behaviour in organizations. There are several common models including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and authority, while the custodial model focuses on economic resources. The supportive model emphasizes leadership and participation. Finally, the collegial model is based on partnership and teamwork. No single model is best - the optimal model depends on the situation and changes over time. Managers must assess which models are most effective given current conditions.
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1) It discusses 5 organizational behavior models (autocratic, custodial, supportive, collegial, systems) and the characteristics of the autocratic, supportive and collegial models.
2) It describes the nature and scope of organizational behavior, including levels of analysis (individual, group, organizational) and key areas like motivation, leadership, organizational culture.
3) It provides an overview of personality theories like psychoanalytic theory, trait theory, and holistic/self theories.
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Reference:
1. VSP Rao (2009). Organizational Behaviour,1st ed., Excel Books, p.10-13
2. John W Newstrom, Organizational behaviour-Human behaviour at work, 12th ed., McGrawHill Publication, p.30.
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The document discusses attitudes and values in organizational behavior. It defines attitudes as beliefs, feelings, and tendencies toward objects, people, and ideas. Attitudes have three components - affective, behavioral, and cognitive. They are formed through various sources and serve important functions. Job satisfaction and organizational commitment are two important work-related attitudes. Values represent beliefs about what is important and influence attitudes, motivation, and perception. Changing attitudes and understanding the role of attitudes and values are important concepts in studying organizational behavior.
Model of organizatinal behavior
1. The document discusses different models of organizational behavior including autocratic, custodial, supportive, collegial, and system models.
2. It provides a brief overview of each model's key characteristics and examples of organizations that may fit each model.
3. The document also compares the autocratic and system models, noting that organizational culture and relationships have evolved from autocratic to more collaborative system models.
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Presentation1 copy
- 2. The five models of organizational behaviour are: AUTOCRATIC MODEL CUSTODIAL MODEL SUPPORTIVE MODEL COLLEIGIAL MODEL SYSTEM MODEL
- 3. AUTOCRATIC MODEL Depends on power. Manager orientation is authority. Employee orientation is obedience. Employee psychological result depends upon boss. Performance result is minimum.
- 4. CUSTODIAL MODEL Depends on economical resources. Managerial orientation is money Employee orientation is security and benefit. Employee psychological result depends on organization. Performance result is passive cooperation.
- 5. SUPPORTIVE MODEL Depends on leadership. Manager orientation is support. Employee orientation is job and performance. Employee psychological result is participation.
- 6. COLLEGIAL MODEL Depends on partnership. Managerial orientation is teamwork. Employee orientation is responsible behavior. Employee psychological result is self discipline. Performance result is moderate enthusiasm.
- 7. SYSTEM MODEL Depends on trust, community, understanding. Managerial orientation is caring, compassion. Employee orientation is psychological ownership. Employee psychological result is self motivation. Performance result is passion, commitment, organization goal.
- 8. TABLE OF FIVE MODELS OF OB AUTOCRATI CUSTODIAL SUPPORTIVE COLLEGIAL SYSTEM Basis of Model Power Economical Resource Leadership Partnership Trust Community Understanding Managerial Orientation Authority Money Support Teamwork Caring Compassion Employee Orientation Obedience Security & Benefit Job & Performance Responsible Behavior Psychological Ownership Employee Psychological Result Depends on Boss Depends on Organization Partnership Self Discipline Self Motivation Employee needs met Subsistence Security Status & Recognition Self Actualization Wide Range Performance Result Minimum Passive Cooperation Awakened Drives Moderate Enthusiasm Passion Commitment Organizational goal
- 9. THANK YOU