Professional Documents
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Models of Organizational Behavior1
Models of Organizational Behavior1
Chapter 2
Chapter Objective:
To understand:
an
Organizational
The Role of Managements Philosophy and Paradigms Alternative Models of Organizational behavior and Their Effects Trends in the Use of These Models
Philosophy
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.
Each person is valuable, is unique, and makes a contribution. All employees should be unfailingly committed to excellent performance.
are acquired through direct and indirect lifelong learning and are very useful in guiding our behavior. represent our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control.
Value premise
Values
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
http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10
Vision
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.
Mission
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.
Goals
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 managements goals need to be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization.
Sample Goals
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
Most
people must be coerced, controlled, and threaten with punishment to get them to work.
Paradigms/Framework
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.
Importance of Paradigms/Framework
They influence managerial perceptions of the world around them. They define ones 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 By: Joel Barker problems.
Security and Job benefits performance Dependence Dependence psychological on Participation on boss result organization Employee Status and Subsistence Security needs met recognition Performance Minimum result Passive cooperation Awakened drives
goals
Autocratic Model
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
Autocratic Model
The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance minimal. result is
http://www.nwlink.com/~donclark/leader/leadob.html
Autocratic Model
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 secondguessed and high turn-over.
Autocratic Model
Useful: Acceptable approach to guide managerial behavior when there were no well-known alternatives. Useful under some extreme conditions such as organizational crises.
Custodial Model
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.
http://www.nwlink.com/~donclark/leader/leadob.html
Custodial Model
The employee need that is met is security. Employee feel with reasonable contentment. Most employees are not producing anywhere near their capacities.
Supportive Model
The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation.
http://www.nwlink.com/~donclark/leader/leadob.html
Supportive Model
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.
http://www.nwlink.com/~donclark/leader/leadob.html
Collegial Model
The basis of this model is partnership with a managerial orientation of teamwork. The result is that the employees feel needed and useful. There is at least one important thing that cannot be done unless you do it
http://www.nwlink.com/~donclark/leader/leadob.html
Collegial Model
The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is selfactualization.
http://www.nwlink.com/~donclark/leader/leadob.html
Collegial Model
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
System Model
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 coworkers. 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.
System Model
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.
System Model
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.
System Model
Five Dimensions of Social Intelligence 1. Empathy appreciation for and connectedness with others. 2. Presence projecting self-worth in ones 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
System Model
Managers
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.
System Model
Facilitators Roles for System Model of OB Managers in the
Support employee commitment to shortand 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.
System Model
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
System Model
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.
System Model
The highest-order needs (e.g. social, status, esteem, autonomy, and self-actualization) are met. Engender employees passion and commitment to organizational goals.
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.
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 selfactualization.