Bukidnon State University Graduate External Studies Surigao City Study Center

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 an Organizational
Behavior System
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 Social
Organizational Culture
Organization Environment
Leadership Communication
Informal Group Dynamics
Organization
Quality of Work Life (QWL)
Motivation
Outcomes:
Performance
Employee satisfaction
Personal growth and development
Models of of
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
Organizational
Behavior
Behavior System
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.
Models of of
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
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
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
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
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
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
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
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
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 future-
oriented than vision.
Need to be converted to goal to become
operational and useful.
Models of of
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
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, post-
production, theater operations, theme parks,
international movie joint ventures, audio
production, licensing and merchandising, and
other information and entertainment-related
Models of of
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
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
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
Theory X Theory Y
The typical person Work is natural as play or
dislikes work and will rest.
avoid it if possible. People are not inherently
The typical person lazy. They have become
lacks responsibility, that way as result of
has little ambition, experience.
and seeks security People will exercise self-
above all. direction and self-control
in the service of
objectives to which they
are committed.
Theory X Theory Y
Most people must People have potential.

be coerced, Under proper
controlled, and conditions they learn to
threaten with accept and seek
punishment to get responsibility. They
them to work. have imagination,
ingenuity, and creativity
that can be applied to
work.
Theory X Theory Y
Managerial Managerial role is to
role is to develop the potential in
coerce and employees and help
control them release that
employees. potential toward
common objective.
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.
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
problems. By: Joel Barker
1. Autocratic
2. Custodial
3. Supportive
4. Collegial
5. System
Autocratic Custodial Supportive Collegial System

Trust,
Basis of Economic
Power Leadership Partnership community,
model resources
meaning
Managerial Caring,
Authority Money Support Teamwork
orientation compassion
Employee Security and Job Responsible Psychological
Obedience
orientation benefits performance behavior ownership
Employee Dependence
Dependence Self- Self-
psychological on Participation
on boss discipline motivation
result organization
Employee Status and Self-
Subsistence Security Wide range
needs met recognition actualization
Passion and
commitment
Performance Passive Awakened Moderate
Minimum to
result cooperation drives enthusiasm
organizational
goals
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
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.
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.
Useful:
Acceptable approach to guide managerial

behavior when there were no well-known
alternatives.
Useful under some extreme conditions

such as organizational crises.
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.
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.
The basis of
this model is
leadership with
a managerial
orientation of
support.
The employees in turn are oriented

towards job performance and
participation.
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.
The basis of this model is partnership

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

are oriented towards
responsible behavior
and self-discipline.
The employee need

that is met is self-
actualization.
Employees normally feel

some degree of fulfillment,
worthwhile contribution, and
self-actualization.
This self-actualization will

lead to moderate enthusiasm
in performance.
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.
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.
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
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
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.
Facilitators Roles for Managers in the

System Model of OB
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.
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
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.
Employees go beyond the self-

discipline 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.
Evolving Usage
Relation of Models to Human

Needs
Increasing Use of Some Models
Contingent Use of All Models
Managerial Flexibility
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.
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.
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.
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.
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.
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.

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Bukidnon State University

Graduate External Studies

PA 203 Human Behavior in Organization and

The philosophy (model) of organizational

We are committed to quality, cost-

Teamwork can, and should, produce far more

Fact premise are acquired through direct

Value premise represent our views of the

The rules by which we make decisions

We believe in demonstrated competence,

It represents a challenging portrait of the

A premier institution of higher learning in teacher

 Identifies the business it is in, the market

Mission of Green Bank, Inc.

To provide fast customer-driven products

To care for the highly motivated staff by

Goals are relatively concrete formulations of

To establish good business relationships with

Most people must People have potential.

Models such as Theory X and Theory Y

Managers begin with certain

They influence managerial perceptions of the

Autocratic Custodial Supportive Collegial System

The basis of this model

Those who are in

The employees in turn are

The employee need that is met

The performance result is

Its principal weakness is its high human cost

Micromanagement a natural pattern of

Acceptable approach to guide managerial

Useful under some extreme conditions

The basis of this model is economic

The employee need that is

The employees in turn are oriented

Psychological result is a feeling of

Employees may say we instead of

Employees are strongly motivated

The basis of this model is partnership

The employees in turn

The employee need

Employees normally feel

This self-actualization will

Employees want a work context that is

There is spirituality at work - the desire for

Managers must increasingly demonstrate a

This model reflects the values underlying

Managers at all levels needs to display two

1. Authenticity the demonstrated ability

Five Dimensions of Social Intelligence

Managers try to convey to each workers,

You are an important part of our

Facilitators Roles for Managers in the

Facilitators Roles for Managers in the

Employees embrace the

Employees go beyond the self-

Relation of Models to Human

Increasing Use of Some Models

Contingent Use of All Models

Manager/Organization use the models

There is no one permanently best model.

Primary challenge to management is to

Relation of Models to Human Needs

Identifies the business it is in, the market