2007 The McGraw-Hill Companies, Inc.

, All Rights Reserved

2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Chapter Two
Models of
Organizational Behavior
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
An Organizational Behavior System
An organizational behavior system is
Purposely created and used
Regularly examined and updated
Typical outcomes
Performance (measured by the quantity &
quality of products & services)
Employee satisfaction (measured by
absenteeism, turnover)
Personal growth and development (measured by
the acquisition of skills and knowledge)
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
An Organizational Behavior System
Elements of the System
Fact (our view of how the world behaves) and value
premises (desirability of certain goals and activities)
Vision (a possible and desirable future)
Mission (the reason for its existence)
Goals (short-, intermediate-, long-term)
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
An Organizational Behavior System
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Models of Organizational Behavior
Based on the theory of human behavior
managers hold (McGregor)
Theory X
Theory Y
Managers tend to act as they think
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Models of Organizational Behavior
Managerial paradigms(possible explanations about how
things work)
Influence managerial perceptions of the world
Define boundaries and for how to behave
Encourage resistance to change
Consciously or unconsciously affect ones behavior
New paradigms provide alternative ways of viewing the
world and solving problems
Man on the train
Having a child
Paradigm test
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Models of Organizational Behavior
Autocratic, Custodial, Supportive, Collegial, System
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Model Characteristics
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The Autocratic Model
Based on power and authority
Leads to tight control of employees
Is intensely disliked by many employees
Orientation is obedience to a boss
Psychological result is dependence
Useful for accomplishing work
Principal weakness is high human cost
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Custodial Model
Designed to dispel employee insecurities,
frustrations, and aggressions
In its worst form, is paternalism
Evolved from 1930s welfare programs
Success depends on economic resources
Leads to dependence on the organization
Employees become psychologically preoccupied
with economic rewards and benefits
Does not produce top productivity, motivation,
or desire to grow
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Supportive Model
Originated with the principle of supportive
relationships
Sparked by Hawthorne studies
Depends on leadership, not power or money
Management orientation is to support the
employees job performance
Supportive behavior does not require money
Works well with both employees and managers
Theory is difficult to put into practice
Especially effective in affluent nations
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The Collegial Model
An extension of the supportive model
Embodies a team concept
Most useful with unscripted work, intellectual
environment, and considerable job freedom
Depends on partnership between management
and employees
Managerial orientation is teamwork
Psychological result is self-discipline
Can produce moderate enthusiasm
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The System Model
The result of a strong search for higher meaning
at work by todays employees
Managers must demonstrate caring, compassion,
sensitivity
Reflects positive organizational behavior
Requires authenticity and social intelligence
Management role is facilitating employee
accomplishments
Employees experience psychological ownership
and self-motivation
Can engender passion and commitment to goals
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Conclusions About the Models
Evolving Usage
Function of prevailing employee needs
No permanently best model
Monitor effectiveness of current model
Relation of Models to Human Needs
Compare to Maslow (chapter 5)
Adaptive approach (based on the needs of
people at that moment)
Build on previous models
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Conclusions About the Models
Increasing Use of Some Models
Trend toward supportive, collegial, and system
models will continue
Top managers of giant, complex organizations
cannot be authoritarian (not effective)
Contingent Use of All Models
One model may be used most
Some uses for other models will remain
More advanced models will have growing use
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Conclusions About the Models
Managerial Flexibility
Managers must identify their current behavioral
model
It must be kept flexible and current
There is great danger is paradigm rigidity
2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Human Relations Guidelines
1. Be optimistic
3. Be genuinely
interested in others
5. Call people by
name
7. Help others
9. Create a win-win
situation
8. Think before you
act
6. Listen to others
2. Be positive
4. Smile and
develop a sense
of humor
Exhibit 1.4