Professional Documents
Culture Documents
OB System
Organizations achieve their goals by creating, communicating and operating an OB system. These systems exist in every organization in various forms.
The primary purpose of OB system is to identify and then manipulates the major human and organizational variables that affect the results organizations are trying to achieve.
Formal Org
Organizational culture
Informal org
Elements of OB system
OB system based on the philosophy and goals of those who join together to create manage and control the org. The philosophy of OB originated from two sources1. Fact premises 2. Value premises
Fact premises represents the descriptive view of how the world behaves. It is acquired through direct and indirect lifelong learning. It is based on the philosophy of Law of gravity. The main sources of fact premises areBehavioral science research Personal experience of individuals Value premises represent individuals view of the desirability of certain goals and activities.
Vision represents a challenging portrait of what the organizations and its members can be. Vision is established by the managers and then communicated to the employees. Goals are relatively concrete formulations of achievements the organizations are aiming for within set period of time. There must be a substantial integration among the psychological, social and economic goals. On the other hand there must be an integration among that goals that prevails in the individual, group and individual level.
Organizational culture consists of formal and informal relationships. Org must maintain good relationship with other elements of social environment. The result of an effective OB system is motivation. Managers combined employees skills and abilities for the achievement of performance goal.
Models of OB
McGregors managerial paradigm
The Autocratic Model The Custodial Model The Supportive Model The Collegial Model The System Model
Theory X contains certain traditional set of assumptions. The assumptions about people areMost people dislike work and try to avoid it
They inclined to restrict work output, having little ambition and avoiding responsibility They are relatively self-centered, indifferent to organizational need and resistant to change
Theory Y implies a more humanistic and supportive approach. It assumes thatWork is natural
People are not inherently lazy. The need proper environment to release their potential People will exercise self direction and self control in achieving the objective in which they are committed People have potential. Under proper conditions they learn to accept and seek responsibility
According to Joel Barker managerial paradigm helps us in a certain waysThey influence managerial perceptions of the world They define ones boundaries and provide prescriptions for how to behave They encourage resistance to change They consciously or unconsciously affect ones behavior They provide alternative ways of viewing the world and solving problem
Theory X management
staff
Theory X - authoritarian, repressive style. Tight control, no development. Produces limited, depressed culture.
Theory Y - liberating and developmental. Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility.
staff
management
THEORY Z
Theory Z was developed by William Ouchi, in his book 1981 'Theory Z: How American management can Meet the Japanese Challenge' Ouchi describes the art of Japanese management and shows how it can be adapted to American companies. Theory Z essentially advocates a combination of all that's best about theory Y and modern Japanese management, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in teamworking and the organization.
Long-term employment and job security Collective responsibility Implicit, informal control with explicit, formalized measures Collective decision-making Slow evaluation and promotion Moderately specialized careers Concern for a total person, including their family
Ouchi identify 3 types of organization pursuing 3 types of mgt practice on the basis of 7 dimensionMgt Dimensions
1. Nature of job 2. Decision Making 3.Responsibility 4.Career Path 5.Control 6.Career Advancement
Typical Japanese
Life time Group Collective Broad Informal Slow
Typical American
Temporary Individual Individual Specific Formal Fast Narrow concern
Theory Z
Long time Group Individual Broad Less Formal Moderate Concern to the whole person
Autocratic Model:
In this model managerial orientation is-Formal and official authority
Employee orientation is obedience to a boss not respect for a manager. They are dependent on their boss.
Its principal weakness is high human costs.
Custodial Model
This model depends on economic resources. Managerial orientation is toward money to pay wages and benefits. In this case employees are depending on the organization rather on the boss.
Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits.
To satisfy the security needs of employees, a number of companies began welfare program in 1890s and 1900s known as paternalism. This model shows its emphasis on material rewards, security and organizational dependence.
Supportive Model
This model depends on leadership instead of power or money. Mgt provides a climate to help employees grow and accomplish in the interest of the organization the things of which they are capable.
Management orientation is to support the employees in job performance. They support the feeling of participation and task involvement in the organization. Employees are strongly motivated because their status and recognition needs are better met.
Collegial Model
Collegial model depends on managements building a feeling of partnership with employees.
The managerial orientation is toward teamwork. Their role is as coach who builds a better team. Employees orientation to this model is self discipline.
System Model
Managers try to convey the feeling of importance to the employees. The role of a manager becomes one of the facilitating employees accomplishment through a variety of actions.
On the other hand employees experience a sance of psychological ownership for the organization. They reach a state of selfmotivation. Their highest order need is met.
Dimensions
Basis of Model
Autocratic
Power
Custodial
Economic resource
Supportive
Leadership
Collegial
Partnership
System
Trust,
Communit y
meaning Managerial Orientation Employee Orientation Employee psychological result Employee needs meets Performance Result Authority Money Support Teamwork Caring
Obedience
Responsible
behavior
Ownership
on org
Security
Motivation
Minimum
Passive
Cooperation
Moderate enthusiasm