FIVE ORGANIZATIONAL BEHAVIOR MODELS Autocratic Model In this model we can find that this model relies on power.

For example, managers have the ability, authority to control their employees and the employees performance in this stage will be much lower than expected. The autocratic model depends on power. Those who are in command must have the power to demand you do this-or else, meaning that an employee who does not follow orders will be penalized. In an autocratic environment the managerial orientation is formal, official authority. This authority is delegated by right of command over the people to it applies. Under autocratic environment the employee is obedience to a boss, not respect for a manager. The psychological result for employees is dependence on their boss, whose power to hire, fire, and perspire them is almost absolute. Custodial Model This model usually depends on economic resources (money). For instance, managers can simulate their employees by offering them facilities, and benefits, but in this model the employees wont work as a team (Less sharing with others) because everyone will depend on hi s self to get more benefits than the others. A successful custodial approach depends on economic resources. The resulting managerial orientation is toward money to pay wages and benefits. Since employees physical needs are already reasonably met, the employer looks to security needs as a motivating force. If an organization does not have the wealth to provide pensions and pay other benefits, it cannot follow a custodial approach. The custodial approach leads to employee dependence on the organization. Rather than being dependence on their boss for their weekly bread, employees now depend on organizations for their security and welfare. Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits. As a result of their treatment, they are well maintained and contended. However, contentment does not necessarily produce strong motivation; it may produce only passive cooperation. The result tends to be those employees do not perform much more effectively than under the old autocratic approach. Supportive Model This model relies on leadership. For example, managers support their employees by encouraging, and supporting them to perform a better job, get along with each other and as well as developing their skills. The Performance results will be awakened drives. The supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interests of the organization the things of which they are capable. The leader assumes that workers are not by nature passive and resistant to organizational needs, but that they are made so by an inadequately supportive climate at work. They will take responsibility, develop a drive to contribute, and improve themselves if

management will give them a chance. Management orientation, therefore, is to support the employees job performance rather than to simply support employee benefit payments as in the custodial approach. Since management supports employees in their work, the psychological result is a feeling of participation and task involvement in the organization. Employee may say we instead of they when referring to their organization. Employees are more strongly motivated than by earlier models because of their status and recognition needs are better met. Thus they have awakened drives for work. Collegial Model This model means that employees depend on each other cooperatively and work as a team to do the task. Everyone will be having a normal enthusiasm self-discipline, and responsible behavior towards their tasks. A useful extension of the supportive model is the collegial model. The term collegial relates to a body of people working together cooperatively. The collegial model depends on managements building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are contributing also, so it is easy to accept and respect their roles in their organization. Managers are seen as joint contributors rather than as bosses. The managerial orientation is toward teamwork. Management is the coach that builds a better team The employees response to this situation is responsibility. For example employees produce quality work not because management tells them to do so or because the inspector will catch them if they do not, but because they feel inside themselves an obligation to provide others with high quality. They also feel an obligation to uphold quality standards that will bring credit to their jobs and company. The psychological result of the collegial approach for the employee is self-discipline. Feeling responsible, employees discipline themselves for performance on the team in the same way that the members of a football team discipline themselves to training standards and the rules of the game. In this kind of environment employees normally feel some degree of fulfillment, worthwhile contribution, and self-actualization, even though the amount may be modest in some situation. This self-actualization will lead to moderate enthusiasm in performance. System Model This model is based on trust, self-motivation, and the performance results will be more than expected, because employees will be committed to do their tasks as expected, and as well as organizational goals. managers must increasingly demonstrate a sense of caring and compassion, being sensitive to the needs of a diverse workforce with rapidly changing needs and complex personal and family needs. In response, many employees embrace the goal of organizational effectiveness, and reorganize the mutuality of company-employee obligations in a system viewpoint. They experience a sense of psychological ownership for the organization and its product and services.

Brain drain saps the Philippine economy

By David L Llorito MANILA - Philippine Airlines (PAL) vice president Captain John Andrews complains that the national carrier's business prospects have never been so up in the air. Despite the airline's raising salaries by some 40% and padding fringe benefits, its best pilots keep jumping ship for better-paid jobs at foreign carriers. Between 2003 and 2005, PAL lost more than 80 pilots, or 20% of the airline's total number. Airlines in Hong Kong, South Korea, the Middle East and even Sri Lanka have all poached their highest-flying pilots - particularly ones trained on wide-body aircraft such as the Boeing 747 and the Airbus A340. At least 15 more pilots have departed PAL so far this year, most lured by the prospect of receiving salaries two to three times the amount PAL offers. That's taking a heavy toll on the airline's viability, Andrews contends. "We can't expand [the airline's] capacity because of

the uncertainty on the availability of pilots," said Andrews, himself a former pilot who is currently on standby to fly again if more pilots leave. "Nobody knows how many pilots are going to stay with us or leave." Struggling to keep its planes aloft, PAL has raised its pilots' mandatory retirement age from 60 to 65 years - but that has had a minimal effect on retaining staff. The company has since asked the Philippine Overseas Employment Administration (POEA), the country's labor-export program, to impose a moratorium on deploying Filipino pilots abroad. But there are more human-resource storm clouds on PAL's horizon: all global pilots will be required by 2008 to pass an English-proficiency examination, which will make Englishspeaking Filipino pilots even more attractive to global airlines. "The financial incentive for them to leave is just too tempting," said Andrews. "[The government] says: 'Why just don't you train more pilots?' But why should we train more pilots only to [have them] be pirated by foreign airlines?"

The brain-drained economy The woes of the Philippine aviation industry are just one example of a spreading phenomenon that is fast undermining the Philippine economy. Low-skilled workers have long left the Philippines for higher-earning jobs abroad. But an expanding diaspora of the Philippines' best and brightest professionals is hitting the country's overall competitiveness and threatens to jeopardize the viability of entire sectors of the local economy. And indications are that what's locally referred to as "the braindrain situation" is set to get worse before it gets better. POEA statistics indicate that over the past eight years, the number of Filipino workers who have left the country in pursuit of more gainful employment abroad has averaged 880,000 a year, with destinations spanning the globe from the Americas to the Middle East, Europe and other Asian countries. There are now more than 8 million overseas Filipino workers (OFWs) worldwide, representing 10% of the total Philippine population or nearly 23% of the country's labor force, according to the POEA. "Globalization has opened a lot of opportunities for Filipino professionals," said Lalaine Benitez-Chua, a Filipino expatriate based in Dubai who runs her own publishing firm. "I would think that the diaspora of Filipino professionals is mainly related to the performance of the Philippine economy - as well as the general feeling of hopelessness the country is plagued with." Over the past decade, two major diaspora trends have emerged. First is the rising proportion of professionals, skilled technicians and high-end service workers who are leaving the country for higher-paying jobs abroad. In 1992, this category of workers accounted for about 60% of all newly hired OFWs; by 2005 that percentage had shot up to 70%. The second statistical trend is the so-called "feminization" of new OFWs, rising from 50% to 70% over the same 13-year period. The rising proportion of female OFWs began as early as 1993, but the trend accelerated in 1998 with the onset of the Asian financial crisis, which hit the Philippines' economy hard. But even though the Philippines has since recovered from that economic downturn, the exodus of Filipino workers, especially women, has continued apace. "If you go to any country in the Middle East, the first things that you see at their airports are stores or boutiques manned by Filipinas as cashiers," said Rosalinda Baldoz, a POEA administrator. "They have Filipinas in their hospitals, their homes, and offices. The domestic helpers, entertainers and caretakers of the elderly and incapacitated are mostly Filipinas." Aging populations in rich countries such as Japan, Spain, the United Kingdom, and the rest of Western Europe, she said, has contributed significantly to the so-called "feminization" of the Filipino diaspora. "Nurses and caregivers - professions traditionally dominated by females in [the] Philippines - are in demand. It's really the [global] health-care sector that's bringing this about." Globalization has definitely had its upside in the Philippines. Historically the Filipino diaspora has sent home huge economic benefits to the Philippine economy through hefty foreigncurrency remittances. OFW dollar remittances have recently averaged about US$7 billion per year, and peaked at more than $10.7 billion in 2005. Foreign remittances currently account for about 13% of the Philippines' total gross domestic product (GDP). This March, the monthly remittance figure was more than $1 billion, a 19% jump from the previous month's figure. The Bangko Sentral ng Pilipinas (BSP), the Philippine central bank, attributed the jump in remittances to the growing deployment of better-paid skilled workers, specifically engineers, nurses, and medical workers. While growing remittances help to spark local consumption, government policymakers are starting to ask hard questions about the long-term economic impact of its current success as a labor exporter. The specter of a growing "brain drain" is stoking new fears that the Philippines might be losing more skilled workers than it can afford in critical sectors of the economy,

including health, aviation, mining, shipping, and port operations. Doctors-cum-nurses Nowhere is this emerging problem more pressing than in the medical sector. Dr Jaime Galvez-Tan, professor of the University of the Philippines' College of Medicine and a former secretary of the government's Department of Health (DOH), says the Philippines is currently the world's leading exporter of nurses. About 164,000 nurses, or 85% of the country's trained total, are working outside the Philippines. Out of this number, about 100,000 have left the Philippines in the past 10 years. Most have been lured by the higher pay. Nurses in both private and publicly owned Philippine hospitals are paid between P3,000 and P6,000 ($58-$115) per month, said Leonor Rosero, chairperson of the Professional Regulatory Commission (PRC). In such countries as Japan, the United States and the United Kingdom, they could earn as much as $5,000 a month, GalvazTan estimates. Rising global demand has subsequently raised enrollment in most national nursing schools. At the same time, there is a growing dearth of specialized nurses in local hospitals, especially those that have expertise in the operation room and the delivery and pediatric wards. But what really alarms health policymakers is the new trend of doctors becoming nurses - the so-called "nursing medics" phenomenon so they can more easily leave the country to work abroad. The huge time and expense required to train new doctors is making replacement at local hospitals difficult. "PRC data [show] that about 4,000 doctors-turned-nurses have already left the country," said Dr Kenneth Ronquillo, head of the DOH's health and human resources development division. About 4,000 more doctors are currently studying nursing, most likely in preparation for jobs abroad, he said. "Should they pass the board examination for nurses, they are likely to leave the country as well." The higher wages that nurses earn abroad have greatly diminished domestic interest in studying medicine with the aim of becoming a full-fledged doctor. Since 2000, Galvez-Tan notes that enrollment in medical schools has declined by an alarming average of almost 6% a year through 2005. Those declining figures have driven at least three Philippines-based medical schools out of business, while the number of applicants for medical residency positions, required to become a medical specialist, has declined by an average of 10% per year over the same period. From 1994 until 2000, official statistics show that those who took the National Medical Admission Test (NMAT) to become doctors numbered between 5,000 and 6,000 per year. Since 2001, however, the number of NMAT applicants has been declining by an average of 13% a year, hitting a low of 2,900 test takers in 2005. Dr Jose Sabili, president of the Philippine Medical Association, attributes the trend to the "low return on investment" in the Philippine medical sector. He notes that while medical students pay tuition of about P100,000 per semester for an eightsemester degree, their starting salaries at private and public hospitals on average start at P17,000 to P21,000 per month less than a tenth of what they could earn abroad, he notes. There is little doubt that those hard financial realities are adversely affecting the quality of Philippine medical services. Galvez-Tan says that about 200 hospitals have recently closed down across the country because of a lack of doctors and nurses. Another 800 hospitals are considered "partially closed", meaning that at least one of their wards has been shuttered because of the lack of qualified health personnel. "The proportion of Filipinos dying without [proper] medical attention has reverted to its 1975 levels," he said, also noting that government health programs, including immunization drives, have also suffered. Unmanned infrastructure Even crucial economic infrastructure is being affected, though some employers are trying to fight back. National ports operators are another victim of the growing diaspora, where rising demand for skilled handling-equipment operators in the Middle East is

luring Philippine workers from local shipyards. Last year, 50 skilled port handling-equipment operators from the Philippinesbased International Container Terminal Services Inc (ICTSI) suddenly left for Dubai, lured by the higher salaries offered by the Dubai Ports World, a United Arab Emirates state-owned firm. The mass resignation of some of ICTSI's best workers nearly crippled the company's Manila-based operations. In response, ICTSI has since instituted a productivity-based incentives system to raise their workers' pay and ideally improve productivity. Arnold Rivas, ICTSI's human-resource manager, says an operator now earns a base pay of $250 a month, but also has the potential to earn a number of performance-based bonuses. The company has also showered workers and their families with perks, including free dental, medical and hospitalization insurance. "Last year, we lost 50 of our best workers; this year, not a single staff [member] has resigned," said Rivas. He contended that even if more of his workers left, the company's operations would not suffer since most of the firm's staff, including office workers, are multi-skilled. Notably, the company has also started training female crane operators for the first time. While more training and financial incentives might help Philippine port operators, and possibly to a lesser degree the aviation industry, addressing the growing exodus of medical and other skilled professionals will be much more difficult, labor analysts say. The Philippine Congress is now considering legislating a "national health service law" that would require medical and nursing graduates from state colleges and universities to serve the country for at least a year or two before they would be allowed to leave the country for overseas work. POEA officials, however, are wary of introducing new measures that restrict the right to travel, fearing that strict rules would only encourage people to leave the country through illegal means. Even the PRC's Rosero is skeptical, stressing that coercing nurses and doctors through legal restrictions will only accentuate the problem. Rosero fears that without a significant rise in the local pay scale, homebound nurses might opt for better-paying jobs at call centers and medical transcription companies, which on average offer P18,000 a month, or three times what they can currently earn as nurses at local hospitals. Given the government's perennial fiscal problems, raising doctors' and nurses' pay is obviously easier said than done. In the past 10 years, the DOH's budget as a percentage of the total national budget has decreased from about 2.53% in 1998 to just over 1% last year. Health expenditures have perennially lost out to debt service payments and national defense on the government's priority list, and this has prevented the DOH from raising doctors' salaries. Meanwhile, global demand for English-speaking, skilled Philippine labor continues to grow. Rosero says that Australia is considering proposals to source more Filipino nurses and accountants. Canberra has already opened its doors to 20,000 Filipino technical workers. More Filipino geologists, metallurgical engineers, and mining engineers now work in mines and laboratories abroad than domestically. The government has recently opened the door for more foreign investment in mining in hopes of creating more jobs. But once the new mines start operations, mining companies may soon discover that there are few skilled engineers to hire.

Work Groups Individual accountability Come together to share information and

Teams Individual and mutual accountability Frequently come together for discussion, decision making,

perspectives Focus on individual goals Produce individual work products Define individual roles, responsibilities, and tasks

problem solving, and planning. Focus on team goals

Produce collective work products Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them Concern with outcomes of everyone and challenges the team faces Purpose, goals, approach to work shaped by team leader with team members

Concern with one's own outcome and challenges Purpose, goals, approach to work shaped by manager

also indicates that teams meet more often than traditional work groups. Work groups may meet periodically, based on the manager's style, primarily to hear and share information. Teams, by comparison, do much more than communicate when they meet. Team meetings are forums for planning work, solving work problems, making decisions about work, and reviewing progress. In short, meetings are vital to a team's existence. The last item in Table 1 is crucial: Team leadership is participatory, in contrast to the primarily manager-driven nature of regular work groups. On a team, the manager or team leader frequently involves team members in helping shape the goals and plans for getting the group's work done may as well get them involved, they've got to do the work! But in other kinds of work groups, managers more commonly work with staff individually to set goals and determine assignments. Of course, in many cases, managers just assign work with little discussion or collaboration with the staff members. And staff are then left to figure out what's expected and how best to get it done.