Professional Documents
Culture Documents
Organizational
Behavior
Human Behavior at
Work
Chapter Two
Models of
Organizational
John W. Newstrom Behavior
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Learning Objectives
The elements of an organizational behavior
system
The role of management’s philosophy and
paradigms
Alternative models of organizational behavior
and their effects
Trends in the use of these models
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Organizational Behavior System
Purposely created and used by organizations to
achieve goals
Regularly examined and updated
Outcome criteria
Performance
Employee satisfaction
Personal growth and development
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Figure 2.1 - An Organizational Behavior
System
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Elements of Organizational Behavior
System
Philosophy: Consists of an integrated set of
assumptions and beliefs about the way things
are, the purpose for these activities, and the way
they should be
Fact premises: Our descriptive view of how the
world behaves
Acquired through direct and indirect lifelong
learning
Value premises: Our view of the desirability of
certain goals and activities
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Elements of Organizational Behavior
System
Vision: Challenging portrait of what the
organization and its members can be
Mission: Helps an organization identify the:
Business it is in and market niches it tries to serve
Types of customers it is likely to have
Reasons for its existence
Goals: Concrete formulations of achievements an
organization is aiming for within set periods of
time
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Models of Organizational Behavior
Constitute the belief system that dominates
management’s thought and affects
management’s actions in each organization
Mcgregor’s theory of human behavior
Theory X: Traditional set of assumptions about
people
Theory Y: Implies a more humanistic and
supportive approach to managing people
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Figure 2.3 - McGregor’s Theory X and Theory Y,
Alternative Sets of Assumptions about Employees
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Major Contributions of McGregor
Aided managers in thinking consciously about
their belief systems and management models
Advocated the practical value of reading and
using research findings to better understand
human behavior
Introduced and publicized the hierarchy of needs
model by A. H. Maslow
Encouraged the balance of human values with
other values at work
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Paradigms
Frameworks of possible explanations about how
things work
Impacts
Influence managerial perceptions of the world
around them
Define one’s boundaries and provide prescriptions
for how to behave
Encourage resistance to change
Consciously or unconsciously affect one’s behavior
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Figure 2.4 - Five Models of
Organizational Behavior
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Autocratic Model
Managerial orientation is formal official authority
Delegated by right of command over the people to
whom it applies
Assumes that employees have to be directed,
persuaded, and pushed into performance
Employee orientation is obedience to and
dependence on one's boss
Employees perform minimum required work and
get paid minimum wages
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Autocratic Model
Micromanagement: Immersion of a manager into
controlling the details of daily operations
Acceptable when:
No well-known alternatives are available
Organization is under crisis
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Custodial Model
Designed to develop employee satisfaction and
security
Success depends on economic resources
Managerial orientation is toward money
To pay wages and benefits
Security needs is a motivating force
Organizations must have wealth to provide
pension and other benefits
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Custodial Model
Drawbacks
Leads to employee dependence on the
organization
Employees become preoccupied with economic
rewards and benefits
Leads to passive cooperation
Most employees do not work to their full
capabilities
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Supportive Model
Originated from the principle of supportive
relationships by Rensis Likert
Depends on leadership
Management orientation is to support the
employee’s job performance
Psychological result for employees is participation
and task involvement
Employees are more motivated than earlier
models and their drive for work is enhanced
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Supportive Model
Theory versus practice
Works well with both employees and managers
Theory is difficult to put into practice
Effective in affluent nations
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Collegial Model
Extension of the supportive model
Team concept - Most useful with unscripted
work, intellectual environment, and considerable
job freedom
Depends on partnership between management
and employees
Leads to moderate enthusiasm
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System Model
Result of a strong search for higher meaning at
work
Positive organizational behavior: Focuses on
identifying, developing, and managing
psychological strengths within employees
Social intelligence: Strategic social awareness for
managers
Dimensions - Empathy, presence, situational radar,
clarity, and authenticity
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System Model
Management’s role is facilitating employee
accomplishments
Employees experience psychological ownership
and self-motivation
Psychological ownership: Feeling of
possessiveness, responsibility, identity, and sense
of belongingness
Stimulates passion and commitment to goals
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Figure 2.5 - Facilitator Roles for
Managers in the System Model of OB
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Conclusions about the Models
Evolving usage - Depends on changing employee
needs and no model is effective in all situations
Primary challenges
Identify model currently being used
Assess its current effectiveness
Relation to human needs
Models are closely related to human needs
Each model built upon the accomplishments of
the other
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Conclusions about the Models
Increasing use of some models
Trend toward newer models will continue as they
address employees' needs for esteem, autonomy,
and self-actualization
Contingent use
One model may be used most
Appropriate uses will remain for other models
More advanced models will have growing use
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Conclusions about the Models
Managerial flexibility
Managers must identify their current behavioral
model
Keep it flexible and current
Paradigm rigidity should be avoided
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