LANAO CENTRAL COLLEGE, INC.

East Basak Malutlut, Awar St., Marawi City, ARMM, Phil. 9700
Reg. Sec. No. 200927088 Institutional Code: 15064
TIN #: 007-565-606 E-mail Add: okile@yahoo.com

Name : JOHARY D. ALIMOSA

Subject : PA 101 (Introduction of Public Administration)
Professor : ASISA B. CUARO
Requirement : Summary and Response

ORGANIZATIONAL BEHAVIOR
Summary
ORGANIZATIONAL BEHAVIOR – All organization achieve goals by creating,
communicating and operating a system. Most of the system consciously created and regularly
updated.
PURPOSE: The purpose of the system is to help managers shift everything in the
organization – people, technology, structure and environment, to get results, or outcome for
the organization.
ELEMENTS OF AN ORGANIZATION – It is all about the organizational system.
MANAGEMENT: Philosophy, values, vision, missions, goals.
1. Organizational culture: Social environment, formal organization, informal
organization
2. Leadership: Communication, group dynamics
3. Quality of work life
4. Motivation
5. Outcome: Performance, Employee satisfaction, Personal growth and
development
PHILOSOPHY OF ORGANIZATIONAL BEHAVIOR:
 The philosophy (MODEL) of organization behavior held by management consists of
and integrated set of assumptions and beliefs about the way things are.
 These philosophies are sometimes explicit, and occasionally implicit in the mind of
manager
 The five major organizational behavior philosophies includes AUTOCRATIC,
CUSTODIAL, SUPPORTIVE, COLLEGIAL and SYSTEM.
SELECTED ELEMENT OF A PHILOSOPHY STATEMENT:
o We are committed to quality, cost effectiveness, and technical excellence
o People should treat each other with consideration, trust, and respect
o Each person is valuable, is unique, and make a contribution
o Innovation is an essential
o Open communication are important for attaining success
o Decision should be reached anticipatively
TWO SOURCES OF PHILOSOPHY IN ORGANIZATIONAL BEHAVIOR:
1. FACT PREMISE is acquired through direct and indirect lifelong learning and is
very useful in guiding our behavior.
2. VALUE PREMISE represents our views of the desirability of certain goals and
activities are variable beliefs we hold and are therefore under our control.
VULUES - The rules by which we make decisions about right and wrong.
EXAMPLES OF VALUES STATEMENT: We believe in the demonstrated competence,
institutional integrity, personal commitment and deep sense of nationalism (TESDA)
OUR VALUES:
 Integrity
 Professionalism
 Accountability
 Independence
 Initiative
VALUES STATEMENT: The commissions, bound by its advocacy of genuine and
ideal public service, remain committed in the propagation of the highest standards of
integrity and organizational efficiency.

VISION
 It represents the challenging portrait of an organization and its member can be a
possible and desirable future.
 Leaders need to create exciting projections about the organization should go and what
major change lie ahead.
EXAMPLE OF VISION STATEMENT: To be the premier countryside financial
institution (Green Bank Inc.)
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 is more descriptive and less future oriented than vision.
EXAMPLE OF MISION STATEMENT: Provide direction, policies, programs and
standards towards quality technical education and skill development (TESDA).
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 the top management goals need to be merged
with those employees who bring their psychological, social, and economic needs with
them.
EXAMPLES OF GOALS STATEMENT:
o To establish good business relationship with our clients by the end of 2010
o To keep client complaints down to no more than 5 complaints per month.
o To build a professional and effective team that will support and deliver service level
agreement with clients.
FIVE MODELS OF ORGANIZATIONAL BEHAVIOR SYSTEM:
1. AUTOCRATIC MODEL
2. CUSTODIAL MODEL
3. SUPPORTIVE MODEL
4. COLLEGIAL MODEL
5. SYSTEM MODEL
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.
 The employees in turn are oriented towards obedience and dependence on the boss.
  The employee need that is met is SUBSISTENCE
 MICROMANAGEMENT a natural pattern of autocratic managers.
CUSTODIAL MODEL
 The basis of this model is economic resources with a managerial orientation of
MONEY.
 The employee need that is met is SECURITY
 Employee feels with reasonable contentment.
 Most employee are not producing anywhere near their capacities
 The performance result is passive cooperation
SUPPORTIVE MODEL
 The basis of this model is LEADERSHIP with a managerial orientation of support
 The employees in return are oriented towards job performance and participation
 Psychological result is a feeling of participation and task involvement in the
organization
 Employee may say we instead of they
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
 The employees in return are oriented towards responsible behavior and self-discipline
 The employee need that is met is SELF-ACTUALIZATION
 This self-actualization will lead to moderate enthusiasm in performance
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 co-
workers.
 There is spirituality at work the desire for employees to know their deepest selves
better, to grow personally, to make meaningful contribution to society, and to
demonstrate integrity in every action taken.
 Managers at all levels needs to display two keys :
o AUTHENTICITY – Demonstrated ability to open themselves up to others by
being transparent, while ‘WALKING THE TALK’ of the underlying values.
o SOCIAL INTELLIGENCE:
FIVE DIAMENSIONS 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. AUTHETICITY – Being ‘REAL’ and transparent, while
projecting honesty.
FACILITATORS ROLES FOR MANAGERS IN THE SYSTEM MODEL OF AN
ORGANIZATIONAL BEHAVIOR:
 Support employee commitment to short and long term goals
 Coach individuals and groups in appropriate skills and behavior
 Model and foster self-esteem
  Show genuine concern and empathy for people
 Offer timely and acceptable feedback
 Influence people to learn continuously and share that learning with others
 Help individuals identity through interviews , questions, and suggestions
 Encourage people to feel comfortable with change and uncertainty
 Build cohesive, productive work teams.
FIVE MODELS OF ORGANIZATIONAL BEHAVIOR:
AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL SYSTEM
TRUST,
ECONOMIC
Basic of Model POWER LEADERSHIP PARTNERSHIP COMMUNITY.
RESOURCES
MEANING
MANAGERIAL CARING,
AUTHORITY MONEY SUPPORT TEAMWORK
ORIENTATION COMPASSION
SECURITY JOB PSYCHOLOGI
EMPLOYEE RESPONSIBLE
OBEDIENCE AND PERFORMANC CAL
ORIENTATION BEHAVIOR
BENEFITS E OWNERSHIP
EMPLOYEE DEPENDENCE
DEPENDENCE PARTICIPATIO SELF- SELF-
PSYCHOLOGICAL ONORGANIZA
ON BOSS N DISCIPLINE MOTIVATION
RESULT TION
SELF-
EMPLOYEE NEEDS STATUS AND
SUBSISTENCE SECURITY ACTUALIZATIO WIDE RANGE
MET RECOGNITION
N
PASSIONAND
PASSIVE COMMITMEN
PERFORMANCE AWAKENED MODERATE
MINIMUN COOPERATIO T TO
RESULT DRIVES ENTHUSIASM
N ORGANIZATI
ONAL GOALS

CONCLUSIONS ABOUT THE MODELS:

 Evolving usage
 Relation of models to human needs
 Increasing use of some models
 Contingent use of all models
 Managerial Flexibility
 Evolving usage
o Manager or organizations use the models tends to evolve over time
o There is no one permanently best model
o 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 built upon the accomplishment of the other
 Increasing use of some models
 The trend towards 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
o Though one model may be most used at any given time, some
appropriate uses will remain for other models
 o 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 behavior model and must keep
it flexible and current.
 Managers need to read, to reflect, to interact with other, and to be
respective to challenges to their thinking from their colleagues and
employees.

RESPONSE
ORGANIZATIONAL BEHAVIOR SYSTEM THIS TALKS ABOUT
BEHAVIORAL SYSTEN IN AN ORGANIZATION, AS THEY SAID ALL
ORGANIZATION ACHIEVED GOAL BY CREATING THEIR OWN
ORGANIZATIONAL SYSTEM AND THROUGH CONTINUING COMMUNICATION
IN OPERATING A SYSTEM. MOSTLY OF THE SYSTEM THEY ARE REGULARLY
CHECKED AND UPDATE THEIR BEHAVIORAL SYSTEN THEY CREATED. THE
ELEMENTS OF AN ORGANIZATIONA BEHAVIOR SYSTEM THIS IS THE GUIDE
FOR EVERYBODY TO FOLLOW THE ETHICAL STANDARDS OF EVERY
EMPLOYEE IN OBSERVING THIS ELEMENT FROM PHILOSOPHY DOWN TO
MOTIVATION AND OUTCOME FOR THE ORGANIZATION TO ATTIAN THE
ORGANIZATIONAS GOAL OR OUTCOME. VALUES IS ONE OF THE MOST
IMPORTANT GUIDELINE IN FOLLOWING ONE ETHICAL AND MORAL
STANDARDS OF VALUES IN AN ORGANIZATION THIS COULD BE IN KNOWING
WHAT IS RIGHT AND WHAT IS WRONG COMMITTED BY INDIVIDUAL
EMPLOYEE. IN ACCOMPLISHING EVERY TASK OUR VALUES IS A MUST TO
OBSERVE IN ACCORDANCE WITH INTEGRITY, PROFESSIONALISM,
ACCOUNTABILTY, INDEPENDENCE, INITIATIVE AS MENTIONED BY THE
REPORTE IT MUST BE CORRELATED THROUGHOUT EVERY TASK TO
ACCOMPLISH. VISION AND MISSON OF AN ORGANIZATION IT IS THE GUIDE
FOR THE EMPLOYEE TO DO THEIR TASK IN ACCORDANCE WITH WHAT IS THE
MISSION AND VISION OF THE ORGANIZATION TO MEET THE SET GOALS
MISSION AND VISION IS THE BACKBONE OF THE ORGANIZATION TO FOLLOW
IN ONE DIRECTION IN ATTAINING THE ORGANIZATIONAL GOAL.THIS TOPIC
FOR ME IT TALKS ABOUT ETHICO-MORAL STANDARDS FOR EMPLOYEE TO DO
THEIR TASK APPROPRIATELY. THEN THE FIVE MODELS FOR
ORGANIZATIONAL BEHAVIOR SYSTEM IT IS A GUIDE FOR US TO BE AN
EFFECTIVE MANAGER AND A GOOD LEADER IN PARTNERSHIP FOR ALL
STAFFS OF THE ORGANIZATION. ON THE OTHER HAND ,THE FIVE DIMENSIONS
OF SOCIAL INTELLIGNECE IT GIVE US AN IDEA ON HOW TO BE A GOOD
PERSONS IN EXECUTING DUTIES AND RESPONSIBILITIES IN MAKING ALL
SITUATIONS OCCUR OR POSSIBLY WILL HAPPEN THE WE MUST ALWAYS
AUTHETIC IN EVERY THING WE DO FOR THE SAKE OF OUR ORGANIATIONS
WE SERVE. ON BEHALF OF THE REPORTERS SIDE SHE MADE IT CLEARLY …
KEEKP UP THE GOOD WORK.