MODELS OF ORGANIZATIONAL BEHAVIOR

MID-TERM SUBMISSION

SUBMITTED TO: PROF. A SRINIVASA RAO

SUBMITTED BY: AKANSHA GUPTA (03)

ORGANIZATIONAL BEHAVIOR

systematic study of the actions and attitudes that people exhibit within organizations.
A field of study that investigates the impact of individuals, groups, and structure on behavior within organizations; the aim is to apply such knowledge toward improving organizational effectiveness.

ELEMENTS OF ORGANIZATIONAL BEHAVIOR

The system's base rests in the fundamental beliefs and intentions of those who join together to create it such as owners and managers who currently administer it . The philosophy of organizational behavior held by management 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. These philosophies are sometimes explicit and occasionally implicit, in the minds managers. Organizations dif fer in the quality of organizational behavior that they develop. These dif ferences are substantially caused by dif ferent models of organizational behavior that dominant management's thought in each organization .

ELEMENTS OF ORGANIZATIONAL BEHAVIOR

MANAGEMENTS PHILOSOPHY * VALUE * VISION * MISSION *GOALS FORMAL ORGANIZATION INFORMAL ORGANIZATION ORGANIZATIONAL CULTURE LEADERSHIP * COMMUNICATION * GROUP DYNAMICS QUALITY OF WORK LIFE MOTIVATION OUTCOMES PERFORMANCE EMPLOYEE SATISFACTION PERSONAL GROWTH AND DEVELOPEMENT SOCIAL ENVIRNMENT

MODELS OF ORGANIZATIONAL BEHAVIOR

The philosophy (model) of organizational behavior held by management 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 . These philosophies are sometimes explicit, and occasionally implicit, in the mind of the manager. Five major organizational behavior philosophies includes Autocratic, Custodial, Supportive, Collegial and System .

SOURCES OF THE MODELS OF ORGANIZATIONAL BEHAVIOR

FACT PREMICE are acquired through direct and indirect
lifelong learning and are very useful in guiding our behavior. VALUE PREMICE represent our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control.

VALUES

The rules by which we make decisions about right and

wrong, should and shouldn't, good and bad. They also tell us what is more important, which is useful when we have to trade off meeting one value over another.

Value statements are declarations about how the

organization will value customers, suppliers, and the internal community.

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 even includes a brief listing of the competitive

advantages, or strengths, that the firm believes it has .

It is more descriptive and less future -oriented than vision. Need to be converted to goal to become operational and useful.

VISION

It represents a challenging portrait of the organization and

its members can be a possible, and desirable future. Leaders need to create exciting projections about the organization should go and what major changes lie ahead. Once the vision is established, persistent and enthusiastic communication is required to sell it throughout the ranks of employees so they will embrace it with commitment.

GOALS
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 top managements goals need to be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization.

MCGREGORS THEORY X & Y SET OF ASSUMPTIONS ABOT EMPLOYEES

MODELS OF ORGANIZATIONAL BEHAVIOR

Autocratic Model

Custodial Model

Supportive Model

Collegial Model

Systems Model

COMPARISON OF THE MODELS OF ORGANIZATIONAL BEHAVIOR

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. The performance result is minimal. Its principal weakness is its high human cost especially as caused by micromanagement. Micromanagement a natural pattern of autocratic managers is the immersion of a manager into controlling the details of daily operations. Employees typically detest a micromanager, with the result being low morale, paralyzed decision making due to fear of being second guessed and high turn-over. Useful under some extreme conditions such as organizational crises.

CUSTODIAL MODEL
The basis of this model is economic resource with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization.

 In the late 1800s, employers realized that employees might work better if their basic needs more satisfied, if they were more secure and had a better quality of work life. This was called paternalism - taking care of employees by providing them with benefits to meet their security needs .

The problem with the custodial model is that it leads to dependence on the organization by the employee because of the security offered.
Employees do not want to leave the organization, not so much because they like the job, but because they like or depend on the benefits that go with it. They cannot afford to quit . Companies that adopt the custodial approach normally have a lower staff turnover.

 The employee need that is met is security. Most employees are not producing anywhere near their capacities.

The performance result is passive cooperation.

The custodial model is a good foundation for organizations to grow to the next approach.

SUPPORTIVE MODEL
The basis of this model is leadership with a managerial orientation of support. Employees may say we instead of they .

 The employees in turn are oriented towards job performance and participation. Psychological result is a feeling of participation and task involvement in the organization. Employees are strongly motivated because their status and recognition needs are better met, thus they have awakened drive for work. The supportive model came from research done in the 1920s and 1930s. It depends on leadership, not authority or money. Through leadership, managers provide a work situation in which employees can develop .

 The supportive model assumes that employees want to work and will take responsibility. Employees are encouraged to be involved in the organization. Employees are more strongly motivated because their status and recognition needs are better met than with earlier models . The supportive approach is not about money, but about the way people are treated at work. A supportive manager helps employees solve problems and accomplish their work. However, some managers may agree with the model but not actually practice it at work.

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. There is at least one important thing that cannot be done unless YOU do it.

 The employees in turn are oriented towards responsible behavior and self-discipline. This model began about 50 years ago. Collegial means people working together cooperatively. In this model, management builds a feeling of partnership with employees. The environment is open and people participate. The collegial model is about team work. Managers are coaches to help build better teams. Employees are responsible they feel obliged to others on the team to produce quality work. The collegial model is especially useful for creative work, like marketing or communications or in thinking environments, like education or planning.

 Employees normally feel some degree of fulfillment , worthwhile contribution, and 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 coworkers .

 There is spirituality at work - the desire for employees to know their deepest selves better, to grow personally, to make a meaningful contribution to society, and to demonstrate integrity in every action taken. Managers must increasingly demonstrate a sense of caring and compassion, being sensitive to the needs of the diverse workforce. This model reflects the values underlying positive organizational behavior, where managers focus their attention on helping employees develop feelings of hope, optimism, self-confidence, empathy, trustworthiness, esteem, courage, and resiliency. Managers at all levels needs to display two key ingredients: Authenticity the demonstrated ability to open themselves up to others by being transparent , while walking the talk of the underlying values.

 Social intelligence: (Five dimensions to social intelligence)

Empathy appreciation for and connectedness with others.

Presence projecting self-worth in ones bearing. Situational radar ability to read social situations and respond appropriately. Clarity using language effectively to explain and persuade. Authenticity - being real and transparent , while projecting honesty.

 Employees embrace the goal of organizational effectiveness and recognize the mutuality of company-employee obligation. It creates a sense of psychological ownership for the organization and its product services. Employees go beyond the self discipline and reach a state of selfmotivation. The highest-order needs (e.g. Social,status,esteem, autonomy, and self-actualization) are met .

CONCLUSION
EVOLVING USAGE o There is no best model. Management is to identify the model it is actually using and then assess its current effectiveness. o Every organization has a changing environment and task conditions. o A good manager should respond, if necessary, by changing the model which he or she is using. RELATION OF MOODS TO HUMAN NEEDS o A good manager should respond, if necessary, by changing the model which he or she is using. o Each model is built on the others and is progressive because employees and organizations progress to situations where newer needs arise.

 INCREASING USE OF SOME MODELS o There is a trend toward supportive, collegial and system models. o Top managers in multi-national corporations cannot be authoritarian and still be effective. o Only these newer models can offer the satisfaction of the employees needs for esteem, autonomy and self-actualization. MANAGERIAL FLEXIBILITY o Managers need to identify their current behavioral model and must keep it flexible and current. o Managers need to read, to reflect, to interact with others, and to be receptive to challenges to their thinking from their colleagues and employees.

REFERENCES
WEBSITES o http://mbanote-management.blogspot.in/2011/03/model-oforganizational-behavior_23.html o http://www.slideshare.net/khairuzzaman/a-study-on-five-modelof-organisational-behavior o http://www.deepakpore.com/models-of-organizational-behaviour BOOKS Kolb, D. A., & Yeganeh, B. 2012, In K. Elsbach, C. D. Kayes & A. Kayes (Eds.), Contemporary Organizational Behavior in Action (1st Edition ed.). Upper Saddle River, NJ: Pearson Education. PDF, 12 Pages Angelo kiniki, Robert Kreitner,nina cole , fundamentals of organizational behavior (2 nd Edition ed.)Canadian Edition, McGraw hill.PDF, 18 Pages J.W Newstroom Organizational Behavior: Human Behavior at work Budikon state university.