Module3 HBO101

SELF-PACED LEARNING MODULE
COLLEGE
MODULE 3
Subject:
Human Behavior in Organizations

(HBO101)
AISAT COLLEGE – DASMARIÑAS, INC.
This material has been developed in support to the Senior High School Program
implementation. Materials included in this module are owned by the respective copyright
holders. AISAT College – Dasmariñas, the publisher and author do not represent nor claim
ownership over them.
This material will be reproduced for educational purposes and can be modified for the
purpose of translation into another language provided that the source must be clearly
acknowledged. Derivatives of the work including creating an edited version, enhancement or a
supplementary work are permitted provided all original works are acknowledged and the
copyright is attributed. No work may be derived from this material for commercial purposes
and profit.
Unit Organizational System and Human Behavior
Module Different Theories and Models of Organizational Behavior
HBO101 Human Behavior in Organizations Units: 3.0 Page |2
INFORMATION SHEET PR-3.1.1

“DIFFERENT THEORIES AND MODELS OF ORGANIZATIONAL BEHAVIOR”
Different Theories and Models of Organizational Behavior
Theory is a systematic grouping of interdependent concept and principle that gives a framework
to a significant area of knowledge. It has been observed that scattered data, such as notations left on a
blackboard after a group business corporate manager has discussed a problem, are not information
unless the observed has knowledge of the theory that will explain relationship. According to Homan, a
theory” in its lowest form of classification, is a set of pigeon holes, a filing cabinet in which facts can
accumulate. Nothing is more lost than loose fact. The importance of Theory is to provide a means of
classifying significant and pertinent management information and knowledge. In designing an effective
organizational structure, there are a number of principles and concepts that are interrelated and that
have a predicative value for managers. Some theories give guidelines explaining relationships between
two or more set of variables. The nature, significance, and effectiveness of a particular theory suited to
the problem.
 McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960.
His work is based upon Maslow's Hierarchy of Needs, where he grouped the hierarchy into
lower-order needs (Theory X) and higher-order needs (Theory Y). He suggested that
management could use either set of needs to motivate employees, but better results would be
gained by the use of Theory Y, rather than Theory X. These two views theorized how people
view human behavior at work and organizational life.
 Your management style is strongly influenced by your beliefs and assumptions about what
motivates members of your team: If you believe that team members dislike work, you will have
an authoritarian style of management; On the other hand, if you assume that employees take
pride in doing a good job, you will tend to adopt a more participation style.
Theory X Assumption
Theory X is traditional set of assumption about people in a work environment. It assumes that
most people dislike work and will try to avoid it if they can. Workers are output having a little ambition,
and avoid responsibility, if at all possible. They are perceived to be relatively self-centered, indifferent to
organizational needs and most often, and resistant to change.
Theory Y Assumption
Theory Y implies a more humanistic and supportive approach to managing people. It assumes
that people are inherently lazy. Any semblance they have of have of being lazy may be the result of their
experiences with the organizations. It may be inferred that if management will provide the people
environment and conducive climate to release their potential work will become as natural to them as
recreational play, rest or relaxation.
SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

MODULE 1st – 3rd
PRELIM
3 Meeting MR. DICKSHYL M. KALLOS MR. WILBERT A. MAÑUSCA
Instructor School Director
TABLE 1.
McGregor’s Theory X and Theory Y Framework on the Assumption about Employees
Theory X Theory Y
 The typical person dislike  Work is as natural as play or
work and will it, if possible rest.
 The typical person lacks  People are not inherently lazy.
responsibility; has little They have become that way as
ambition; and seeks security a result of experience
avoid all.  People will exercise self-
 Most people must be coerced, direction and self-control in
controlled, threatened with the service of objectives to
punishment to get them to which they are committed.
work.
IMPLICATION
Theory X
1. Central principle of organization derived from Theory X is that of direction and control through
exercise of authority.
2. Organizational requirement of take precedent over needs of members. In return for rewords
offered, the individual will accept external direction and control.
3. We do not recognize the existence of potential in people and therefore, there is no reason to
devote time, effort, and money to discover how to realize potential.
Theory Y
1. Central principle derived from Theory Y is integration the creation of condition such that
members of the organization can achieve their own goal best by direction their effort toward
the success of the enterprise.
2. The organizational will be more effective and achieving its objectives if adjustments are made to
the needs and goals of its members.
3. We are challenged to innovate, to discover new ways of organizing and directing human effort.
Theory X assumes that employees are naturally unmotivated and dislike working, and this
encourages an authoritarian style of management. According to this view, management must actively
intervene to get things done. This style of management assumes that workers:
 Dislike working.
 Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatened to deliver what's needed.
MODULE 1st – 3rd
PRELIM
 Need to be supervised at every step, with controls put in place.

 Need to be enticed to produce results; otherwise, they have no ambition or motivation to work.
 X-Type organizations tend to be top heavy, with managers and supervisors required at every step to
control workers. There are little delegation of authority and control remains centralized.
 McGregor recognized that X-Type workers are in fact usually the minority, and yet in large scale
production environment, X Theory management may be required and can be unavoidable.
Motivation Satisfiers
 Achievement  Company policies and administration D
a  Recognition  Quality of supervision v
i  Advancement  Relation with supervision d
 Wok challenge  Peer relations
 Possibility for development  Pay
 Responsibility  Job security
 Working conditions
 Status
C. McClelland Theory
This theory classified people in relation to their dominant need for achievement, power or
affiliation. McClelland viewed that successful entrepreneurs are person with high N-Ach (need for
Achievement).
This need Achievement theory that assumed that the linked needs satisfaction to motivating
behaviors was originally conceptualized by John Atkinson, an argued that the need to achieve is a
personality trait of an individual.
Later, other behaviorists have argued on the basis of new research that leaders in organization
tend to be people with high N- power (NEED FOR POWER). Using this as a frame reference
TABLE 2
HERRZBERG’S TWO-FACTOR THEOTY OF MOTIVATION
It was McClelland who popularized and found application of Atkinson’s work to business and
later coined the term Achievement Motivation to describe an individual’s drive to overcome challenges
for advancement. He believed that the basic needs to drive people are:
1. The need for achievement. Studies reveal that there is a strong correlation between high need
for achievement and high level of job performance and success.
2. The need for power. This is a drive to influence people to conform to certain situation.
3. The need for affiliation. An individual has a need to develop warm, friendly, cordial, and
personal relationships.
4. The need for competence. An individual has a drive to strive for quality work.
MODULE 1st – 3rd
PRELIM
Skinner Operant Theory
Burrhaus Frederic Skinner, an exponent of behaviorism, contested the theory that human need
the determinant of human behavior. Supported by scientific studies, skinner (1953) believed that the
environment. He argued that. The workers can be motivated by properly creating the work environment
and providing rewards or stimulant for desirable worker’s performance. Moreover, it is the external
environment that influences the behavior people external environment that influences the behavior
people exhibit rather than their external needs, wants, and desires.
Examples of reward/positive reinforces are:
1. Participation in decision-making
2. Important assignments
3. Appealing compensation
4. Other incentives and benefits
 Theory Y shows a participation style of management that is de-centralized. It assumes that

employees are happy to work, are self-motivated and creative, and enjoy working with greater
responsibility. It assumes that workers:
 Take responsibility and are motivated to fulfill the goals they are given.
 Seek and accept responsibility and do not need much direction.
 Consider work as a natural part of life and solve work problems imaginatively.
 This management style tends to be more widely appropriate. In Y-Type organizations, people at
lower levels of the organization are involved in decision making and have more responsibility.
Advantage of the expectancy model
The expectancy theory is valuable for helping managers think about the mental processes
though which motivation as a human behavior occurs. In this theory, workers do not act simply because
of strong internal drives, unmet needs, or the application of rewards and punishment. Instead, they are
thinking individuals whose beliefs, orientation, perceptions; this theory reflects Theory Y assumption
about people as capable individuals and in this way values human dignity.
Weaknesses of the Expectancy Model
The expectancy model has some limitation despite its general appeal. It needs further testing to
establish a broad base of evidence for support. The intrinsic and extrinsic rewards need to be
considered. The predicted effect of multiple outcomes from the same effort must be built into the
models. Reliable measure that managers should be able to know both what workers perceive and why
they hold those valence, expectancy, and instrumentality beliefs.
Traditional Theory of Motivation

MODULE 1st – 3rd
PRELIM
The traditional theory of motivation evolved from the work of Frederick W. Taylor and the
scientific management concept. The primary concern was to increase productivity through greater
efficient in production and increased pay for workers though the application of the scientific method.
Content Theory
The content theory focuses on the content or nature of item that motivate an individual. It
relates to the individual’s inner self and how that individual internal state of needs determine behavior.
One major difficulty with the content model of motivation is that the needs of people are not subject to
observation by managers or to accurate measurement for monitoring purposes. It is very difficultly.
there has been considerable interest, careful measurement and systematic application of incentives.
The carrot and the stick Theory
Leading theories of motivation and motivators seldom make reference to the carrot and the
stick. This metaphor relates to the use of rewards and penalties order to induce desired behavior. It
merely originated from the old story that to make the donkey move, one must put a carrot in front of
the animals or jab it with the stick behind. It may be in inferred that despite the many researchers and
theory of motivation that have comes to the force, reward and punishment are still considered strong
motivators. For many years, they were often thought of as the only force could motivate people.
DIFFERENTMODELS OF ORGANIZATION BEHAVIOR
Organization differs in the approaches and in the quality of the system they develop and use to
maintain the results they would like to achieve. The varying results are caused by the different model of
organizational behaviors. These models constitute the belief system that dominates management’s
thought in running the organization. It is in this context that managers recognize the nature, significant,
and effectiveness of the models they employ.
The Supportive Models
The supportive model of organizational behavior originated from the principle of supportive
relationship by Rensis Liker. He said:
The leadership and other processes of organization must be such as to ensure a maximum
probability that in all interactions and all relationship with the organization each member will in the light
of his background, values, and expectations view the experience supportive and one which builds and
maintains his sense of personal worth and importance.
The Collegial Model
The collegial model is an extension of the supportive model. The term collegial refers to a body
of people having a common purpose. It is characterized by the collective responsibility shared by each of
the numbers of an organization.

MODULE 1st – 3rd
PRELIM
The collegial model traditionally was used less on assembly lines, because the rigid work
environment made it difficult to develop there. A contingency relationship exists in which the collegial
model tends to be more useful with un-programmed work, an intellectual environment, and
considerable job freedom.
The Custodial Model
When managers began to study their workers, evidently, they soon recognized that workers do
not talk back to their superiors. There is a feeling of insecurity, frustration, and aggression toward their
boss. Since they cannot express their feelings directly, they kept these is themselves. When they got
home, they tell their experience to their neighbors and to their families; and as a result, the entire
community suffers from this relationship. If the insecurities, frustrations, aggressions and psychological
anxiety of workers could be dispelled, the workers will develop enthusiasm to work better.
The Autocratic Model
The autocratic model has its roots in history and flourished during the industrial revolution. The
autocratic model approach depends on power and authority. Those who are in command have the
power to demand ‘’Youdi this; or else.” If worker does not obey orders, he well be penalized.
TABEL 3
SUPPORTIVE COLLEGIAL CUSTODIAL AUTOCRATIC

Bases of model Leadership Partnership Economic Power
resources
Managerial Support Team work Money Authority
orientation
Employee Job performance Responsive Security & obedience
orientation behavior benefits
employee Participation Self-discipline Dependence on Dependence on
psychological organization boss
results
Employee needs Status and Self-actualization Security Subsistence
met recognition
Performance Awakened drive Moderate Passive Minimum
result enthusiasm cooperation
Effectiveness of the Four Models
There are conclusions that can be drawn from the models of organizational behaviors. In
practice, they are subject to evolutionary change those workers. Any model can be applied in some
situations and may be modified in a variety of ways.

MODULE 1st – 3rd
PRELIM
Organization use of those models tends to evolve time goes by. As new social condition
develops, we may move gradually to newer models. It is a mistaken notion to assume that one particular
model is the ‘best’ model that can be better that the others, because what is best depends upon what is
known about the nature of human behavior in whatever environment at the time. In some conditions,
the collegial model may be inappropriate in other situations, the custodial and autocratic models may
still be adopted.
References

MODULE 1st – 3rd
PRELIM
SELF-CHECK PR-3.1.1
Direction: Identify the correct answer.
1. It is a systematic grouping of interdependent concept and principle that gives a framework to a

significant area of knowledge.
2. It is valuable for helping managers think about the mental processes though which motivation as
a human behavior occurs.
3. It is characterized by the collective responsibility shared by each of the numbers of an
organization.
4. It relates to the individual’s inner self and how that individual internal state of needs determine
behavior.
5. It evolved from the work of Frederick W. Taylor and the scientific management concept. The
primary concern was to increase productivity through greater efficient in production and
increased pay for workers though the application of the scientific method.

MODULE 1st – 3rd
PRELIM
Page |
HBO101 Human Behavior in Organizations Units: 3.0
10
SELF-CHECK ANSWER KEY PR-3.1.1
1. Theory
2. Expectancy theory
3. Collegial model
4. Content theory
5. Traditional theory of motivation

MODULE 1st – 3rd
PRELIM
Page |
11
STUDENT NAME: __________________________________ SECTION: __________________
WRITTEN WORK PR-3.1.1

WRITTEN WORK TITLE: Argumentative Discourse on Different Theories and Models of
Organizational Behavior
WRITTEN TASK OBJECTIVE: The student on his own and in the long run will be able to
demonstrate understanding and show their knowledge on the
topic and to express their opinion about the topic.
MATERIALS: Pen and paper

TOOLS & EQUIPMENT: None
ESTIMATED COST: None
Directions: Answer the following questions in paragraph form.
1. What do you understand by organizational behavior

explain the different models of organizational
Questions:
behavior?
2. What are the theories of organizational behavior?
PRECAUTIONS: None
ASSESSMENT METHOD: Written work criteria checklist

MODULE 1st – 3rd
PRELIM
Page |
12
STUDENT NAME: __________________________________ SECTION: __________________
WRITTEN OUTPUT CRITERIA CHECK LIST PR-3.1.1
CRITERIA SCORING
Did I . . .
1 2 3 4 5
1. Focus – The single controlling point made with an awareness of task
about a specific topic.
2. Content – The presentation of ideas developed through facts,
examples, anecdotes, details, opinions, statistics, reasons and/or
opinions
3. Organization – The order developed and sustained within and across
paragraphs using transitional devices and including introduction and
conclusion.
4. Style – The choice, use and arrangement of words and sentence
structures that create tone and voice.
5. Conventions – Grammar, mechanics, spelling, usage and sentence
formation.
TEACHER’S REMARKS: QUIZ  RECITATION  PROJECT
GRADE:
5 - Excellently Performed
4 - Very Satisfactorily Performed
3 - Satisfactorily Performed
2 - Fairly Performed
1 - Poorly Performed
MR. DICKSHYL M. KALLOS

TEACHER
Date: __________________

MODULE 1st – 3rd
PRELIM

Module3 HBO101

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Module3 HBO101

Uploaded by

Copyright:

Available Formats

SELF-PACED LEARNING MODULE

Human Behavior in Organizations

AISAT COLLEGE – DASMARIÑAS, INC.

INFORMATION SHEET PR-3.1.1

Different Theories and Models of Organizational Behavior

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

McGregor’s Theory X and Theory Y Framework on the Assumption about Employees

 Need to be supervised at every step, with controls put in place.

HERRZBERG’S TWO-FACTOR THEOTY OF MOTIVATION

Skinner Operant Theory

Examples of reward/positive reinforces are:

 Theory Y shows a participation style of management that is de-centralized. It assumes that

Advantage of the expectancy model

Weaknesses of the Expectancy Model

Traditional Theory of Motivation

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

The carrot and the stick Theory

DIFFERENTMODELS OF ORGANIZATION BEHAVIOR

The Supportive Models

The Collegial Model

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

The Custodial Model

The Autocratic Model

SUPPORTIVE COLLEGIAL CUSTODIAL AUTOCRATIC

Effectiveness of the Four Models

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

Direction: Identify the correct answer.

1. It is a systematic grouping of interdependent concept and principle that gives a framework to a

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

SELF-CHECK ANSWER KEY PR-3.1.1

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

STUDENT NAME: __________________________________ SECTION: __________________

WRITTEN WORK PR-3.1.1

MATERIALS: Pen and paper

Directions: Answer the following questions in paragraph form.

1. What do you understand by organizational behavior

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

STUDENT NAME: __________________________________ SECTION: __________________

WRITTEN OUTPUT CRITERIA CHECK LIST PR-3.1.1

MR. DICKSHYL M. KALLOS

SUBJECT TEACHER: APPROVED FOR IMPLEMENTATION:

You might also like

STUDENT NAME: ________________ SECTION:

STUDENT NAME: ________________ SECTION: