Bukidnon State University

Graduate External Studies

Surigao City Study Center

PA 203 Human Behavior in Organization and

General Development

Models of Organizational Behavior

To understand:

The Elements of
Behavior System

an

Organizational

The Role of Managements Philosophy

and Paradigms

Alternative Models of Organizational

behavior and Their Effects

Trends in the Use of These Models

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Managements
Philosophy Values Vision Mission Goals
Formal
Organization
Informal
Organization

Organizational Culture
Leadership Communication
Group Dynamics
Quality of Work Life (QWL)
Motivation
Outcomes:
Performance
Employee satisfaction
Personal growth and development

Social
Environment

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

 We are committed to quality, costeffectiveness, and technical excellence.

 People should treat each other
consideration, trust, and respect.

with

 Each person is valuable, is unique, and

makes a contribution.
 All employees should be unfailingly
committed to excellent performance.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Values Statement
We believe in demonstrated competence,
institutional integrity, personal commitment
and deep sense of nationalism.
(TESDA)

http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10

Models of of
Elements
Organizational
Organizational
Behavior
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.
(Philippine Securities and Exchange Commission)
http://www.sec.gov.ph/

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Value Statements
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.
(Philippine Civil Service Commission)
http://www.csc.gov.ph/cscweb/value.html

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

 A premier institution of higher learning in teacher

education, sciences and humanities.(BSU)
 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)

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

 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 futureoriented than vision.
 Need to be converted to goal to become
operational and useful.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Mission of TESDA
TESDA
provides
direction,
policies,
programs and standards towards quality
technical education and skill development.
Mission of BSU
To develop competitive professionals who
are committed to build a sustainable life for
all through quality instruction, research,
extension and production.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Mission ABS-CBN
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, postproduction, theater operations, theme parks,
international movie joint ventures, audio
production, licensing and merchandising, and
other information and entertainment-related

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

Mission of Green Bank, Inc.

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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.

Models of of
Elements
Organizational
Organizational
Behavior
Behavior System

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

Models of Organizational Behavior

Theory X
Theory Y
The typical person Work is natural as play or
dislikes work and will rest.
People are not inherently
avoid it if possible.
The typical person lazy. They have become
lacks responsibility, that way as result of
has little ambition, experience.
and seeks security People will exercise selfdirection and self-control
above all.
in
the
service
of
objectives to which they
are committed.

Models of Organizational Behavior

Theory X

Most

people must
be
coerced,
controlled,
and
threaten
with
punishment to get
them to work.

Theory Y
People have potential.
Under
proper
conditions they learn to
accept
and
seek
responsibility.
They
have
imagination,
ingenuity, and creativity
that can be applied to
work.

Models of Organizational Behavior

Theory X

Theory Y

Managerial
role is to
coerce and
control
employees.

Managerial role is to
develop the potential in
employees
and
help
them
release
that
potential
toward
common objective.

Models of Organizational Behavior

 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.

Models of Organizational Behavior

 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.

Models of Organizational Behavior

1. Autocratic
2. Custodial
3. Supportive
4. Collegial
5. System

Models of Organizational Behavior

Autocratic
Basis of
model
Managerial
orientation
Employee
orientation
Employee

Custodial

Supportive

Collegial

Power

Economic
resources

Leadership

Partnership

Authority

Money

Support

Teamwork

Security and Job

benefits
performance
Dependence
Dependence
Participation
on
psychological
on boss
organization
result
Status and
Employee
Subsistence Security
recognition
needs met
Obedience

Performance
Minimum
result

Passive
cooperation

Awakened
drives

System
Trust,
community,
meaning
Caring,
compassion

Responsible Psychological
behavior
ownership
Selfdiscipline

Selfmotivation

SelfWide range
actualization
Passion and
commitment
Moderate
to
enthusiasm
organizational

goals

Models of Organizational Behavior

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

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

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.

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.

Models of Organizational Behavior

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

Models of Organizational Behavior

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

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

Models of Organizational Behavior

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

Models of Organizational Behavior

The basis of this model is partnership

with
a
managerial
orientation
of
teamwork.
The result is that the employees feel
needed and useful.

http://www.nwlink.com/~donclark/leader/leadob.html

Models of Organizational Behavior

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

Models of Organizational Behavior

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

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.

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.

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.
intelligence

Models of Organizational Behavior

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

Models of Organizational Behavior

Managers

try to convey to each workers,

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.

Models of Organizational Behavior

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.

Models of Organizational Behavior

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

Models of Organizational Behavior

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

Employees go beyond the selfdiscipline and reach a state of

self-motivation.

The highest-order needs

(e.g.
social,
status,
esteem, autonomy, and
self-actualization) are met.

Engender
employees
passion and commitment
to organizational goals.

Models of Organizational Behavior

Evolving Usage
Relation of Models to Human
Needs
Increasing Use of Some Models
Contingent Use of All Models
Managerial Flexibility

Models of Organizational Behavior

Evolving Usage
 Manager/Organization use
tends to evolve over time.

the

models

 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.

Models of Organizational Behavior

Relation of Models to Human Needs

 The five models are closely related to
human needs.
 Each model is build upon
accomplishments of the other.

the

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
selfactualization.

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.

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.

Models of Organizational Behavior

Score between 81 100 points, you appear to have a

solid capability for demonstrating facilitative skills.
Score between 60 80 points, you should take a close
look at the items with lower self-assessment scores
and explore ways to improve those items.
Score under 60 points, you should be aware that a
weaker skill level regarding several items could be
detrimental to your future success as a manager.

Models of Organizational Behavior