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Bukidnon State University
Graduate External Studies
Surigao City Study Center
PA 203 – Human Behavior in Organization and
General Development
Models of Organizational BehaviorModels of Organizational Behavior
To understand:
� The Elements of an Organizational
Behavior System
The Role of Management’s Philosophy� The Role of Management’s Philosophy
and Paradigms
� Alternative Models of Organizational
behavior and Their Effects
� Trends in the Use of These Models
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
Management’s
Philosophy ● Values ● Vision ● Mission ● Goals
Organizational CultureFormal
Organization
Social
Environment
Leadership ● Communication ●Informal
Organization
Leadership ● Communication ●
Group Dynamics
Quality of Work Life (QWL)
Motivation
Outcomes:
• Performance
• Employee satisfaction
• Personal growth and development
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� The philosophy (model) of organizational
behavior held by management consists and
integrated set of assumptions and beliefs
about the way things are, the purpose for
these activities, and the way they should be.these activities, and the way they should be.
� These philosophies are sometimes explicit,
and occasionally implicit, in the minds of
manager.
� Five major organizational behavior
philosophies includes autocratic, custodial,
supportive, collegial and system.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� We are committed to quality, cost-
effectiveness, and technical excellence.
� People should treat each other with
consideration, trust, and respect.consideration, trust, and respect.
� Each person is valuable, is unique, and
makes a contribution.
� All employees should be unfailingly
committed to excellent performance.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
• Teamwork can, and should, produce far more
that the sum of individual efforts. Team
members must be reliable and committed to
the team.the team.
• Innovation is essential.
• Open communications are important for
attaining success.
• Decision should be reached participatively.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� Fact premise are acquired through direct
and indirect lifelong learning and are very
useful in guiding our behavior.
Fact premiseFact premise
�Value premise represent our views of the
desirability of certain goals and activities.
Value premises are variable beliefs we hold
and are therefore under our control.
Value premiseValue premise
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� The rules by which we make decisions
about right and wrong, should and
shouldn't, good and bad.
They also tell us which are more or less� They also tell us which are more or less
important, which is useful when we have to
trade off meeting one value over another.
http://changingminds.org/explanations/values/values_morals_ethics.htm
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
Values Statement
We believe in demonstrated competence,
institutional integrity, personal commitmentinstitutional integrity, personal commitment
and deep sense of nationalism.
(TESDA)
http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
Our Values
� INTEGRITY: We are morally upright, honest and sincere inour private and public lives.
� PROFESSIONALISM: We consistently implement the law,
provide timely and accurate information to investors, andrender efficient and competent service to the public.render efficient and competent service to the public.
� ACCOUNTABILITY: We abide by prescribed ethical and workstandards in government service.
� INDEPENDENCE: We act without fear or favor, and render
sound judgment in the performance of our duties andresponsibilities.
� INITIATIVE: We are strategic and forward-looking in thefulfillment of our developmental and regulatory functions.
(Philippine Securities and Exchange Commission)http://www.sec.gov.ph/
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
Value Statements
The Commission, bound by its advocacy of genuine and ideal
public service, remains committed in the propagation of thehighest standards of integrity and organizational efficiency.
As public servants whose cause is to serve the people …
http://www.csc.gov.ph/cscweb/value.html
We recognize the value of gender-responsiveness on sustaininghuman development.
We encourage the genesis of new ideas that lead to policies andgrowth-enhancing work environments.
We espouse the philosophy of genuine selfless public service asthe true mark of performance and excellence.
WE OFFER OURSELVES TO THE CAUSE OF SERVING THEPEOPLE, THEY DESERVE NO LESS.
(Philippine Civil Service Commission)
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� It represents a challenging portrait of the
organization and its members can be – a
possible, and desirable future.
� Leaders need to create exciting projections� 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.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
�A premier institution of higher learning in teacher
education, sciences and humanities.(BSU)
�ABS-CBN is the total information and
entertainment company; a leading player and
center of creativity in Asia, and a major player incenter of creativity in Asia, and a major player in
the global market. (ABS-CBN)
�To be the Premier Countryside Financial Institution.
(Green Bank, Inc.)
�TESDA is the leading partner in the development
of the Filipino workforce with world-class
competence and positive work values. (TESDA)
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� 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.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
TESDA provides direction, policies,
programs and standards towards quality
technical education and skill development.
Mission of TESDA
technical education and skill development.
To develop competitive professionals who
are committed to build a sustainable life for
all through quality instruction, research,
extension and production.
Mission of BSU
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
To fulfill our pivotal role in shaping the
Filipino people's consciousness through
information and entertainment programs that
Mission ABS-CBN
information and entertainment programs that
adhere to world class standards.
To diversify and expand into new business
ventures which include animation, post-
production, theater operations, theme parks,
international movie joint ventures, audio
production, licensing and merchandising, and
other information and entertainment-related
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
To provide fast customer-driven products
and services that exceeds client expectation
Mission of Green Bank, Inc.
and services that exceeds client expectation
efficiently and effectively;
To care for the highly motivated staff by
constantly seeking better competencies for
them through strategic alliances and
through a competitive compensation and
benefits package.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
� Goals are relatively concrete formulations of
achievements the organization is aiming for
within set periods of time, such as one to five
years.years.
� Goal setting is a complex process, for top
management’s goals need to be merged with
those of employees, who bring their
psychological, social, and economic needs
with them to an organization.
Models of Organizational BehaviorModels of Organizational BehaviorElements of Organizational Behavior SystemElements of Organizational Behavior System
To establish good business relationships with
our clients by the end of 2010.
To keep client complaints down to no more
than 5 complaints per month.
To build a professional and effective team that
will support & deliver Service Level
Agreements with clients.
To ensure a 95% uptime service quality level is
maintained for the computing environment for
the entire year of 2006, while staying within
budget.MANAGING EMPLOYEE PERFORMANCE
Models of Organizational BehaviorModels of Organizational Behavior
Theory X Theory Y
• Work is natural as play orrest.
• People are not inherently
lazy. They have become
• The typical person
dislikes work and willavoid it if possible.
• The typical person lazy. They have become
that way as result ofexperience.
• People will exercise self-
direction and self-control
in the service of
objectives to which theyare committed.
• The typical person
lacks responsibility,
has little ambition,
and seeks security
above all.
Models of Organizational BehaviorModels of Organizational Behavior
Theory X Theory Y
• Most people must
be coerced,
controlled, and
• People have potential.
Under proper
conditions they learn tocontrolled, and
threaten with
punishment to get
them to work.
conditions they learn to
accept and seek
responsibility. They
have imagination,
ingenuity, and creativity
that can be applied to
work.
Models of Organizational BehaviorModels of Organizational Behavior
Theory X Theory Y
• Managerial
role is to
coerce and
• Managerial role is to
develop the potential in
employees and helpcoerce and
controlemployees.
employees and help
them release that
potential towardcommon objective.
Models of Organizational BehaviorModels of Organizational Behavior
� Models such as Theory X and Theory Y
are also called paradigms, or
frameworks of possible explanation for
managers.managers.
� Managers begin with certain
assumptions about people and leads to
certain interpretations, implications,
and even predictions of events.
Models of Organizational BehaviorModels of Organizational Behavior
� They influence managerial perceptions of the
world around them.
� They define one’s boundaries and proved
prescriptions for how to behave.
� They encourage resistance to change, since they� They encourage resistance to change, since they
have often worked in the past.
� They may either consciously or unconsciously
affects ones behavior.
� When new paradigms appear, they provide
alternative ways of viewing the world and solving
problems. By: Joel Barker
Models of Organizational BehaviorModels of Organizational Behavior
1. Autocratic
2. Custodial
3. Supportive
4. Collegial
5. System
Models of Organizational BehaviorModels of Organizational Behavior
Autocratic Custodial Supportive Collegial System
Basis of model
PowerEconomic resources
Leadership PartnershipTrust,
community, meaning
Managerial orientation
Authority Money Support TeamworkCaring, compassion
Employee Obedience
Security and Job Responsible PsychologicalEmployee orientation
ObedienceSecurity and benefits
Job performance
Responsible behavior
Psychological
ownership
Employee
psychological
result
Dependence on boss
Dependence
on organization
ParticipationSelf-discipline
Self-motivation
Employee needs met
Subsistence SecurityStatus and recognition
Self-actualization
Wide range
Performance result
MinimumPassive cooperation
Awakened drives
Moderate enthusiasm
Passion and
commitment
to
organizational
goals
Models of Organizational BehaviorModels of Organizational Behavior
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”
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
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.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
Its principal weakness is its high human cost
especially as caused by micromanagement.
Micromanagement – a natural pattern of
autocratic managers – is the immersion of aautocratic 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.
Models of Organizational BehaviorModels of Organizational Behavior
Useful:
Acceptable approach to guide managerial
behavior when there were no well-knownbehavior when there were no well-known
alternatives.
Useful under some extreme conditions
such as organizational crises.
Models of Organizational BehaviorModels of Organizational Behavior
The basis of this model is economic
resources with a managerial orientation of
money.
The employees in
turn are oriented
towards security
and benefits and
dependence on the
organization.http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
The employee need that is
met is security.
Employee feel with
reasonable contentment.reasonable contentment.
Most employees are not
producing anywhere near
their capacities.
The performance result
is passive cooperation.http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
The basis of
this model is
leadership with
a managerial
orientation of
The employees in turn are oriented
towards job performance and
participation.
orientation of
support.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
Psychological result is a feeling of
participation and task involvement in the
organization.
Employees may say “we” instead ofEmployees may say “we” instead of
“they”
Employees are strongly motivated
because their status and recognition
needs are better met, thus they have
awakened drive for work.http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
The basis of this model is partnership
with a managerial orientation of
teamwork.
The result is that the employees feelThe result is that the employees feel
needed and useful.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
The employees in turn
are oriented towards
responsible behavior
and self-discipline.
http://www.nwlink.com/~donclark/leader/leadob.html
and self-discipline.
The employee need
that is met is self-
actualization.
Models of Organizational BehaviorModels of Organizational Behavior
Employees normally feel
some degree of fulfillment,
worthwhile contribution, and
self-actualization.self-actualization.
This self-actualization will
lead to moderate enthusiasm
in performance.
http://www.nwlink.com/~donclark/leader/leadob.html
Models of Organizational BehaviorModels of Organizational Behavior
� 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 co-
workers.workers.
� 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.
Models of Organizational BehaviorModels of Organizational Behavior
� 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.
Models of Organizational BehaviorModels of Organizational Behavior
� Managers at all levels needs to display two
key ingredients:
1.1. AuthenticityAuthenticity – the demonstrated ability
to open themselves up to others byto open themselves up to others by
being transparent, while “walking the
talk” of the underlying values.
2.2. SocialSocial intelligenceintelligence.
Models of Organizational BehaviorModels of Organizational Behavior
Five Dimensions of SocialSocial IntelligenceIntelligence1.Empathy – appreciation for andconnectedness with others.
2.Presence – projecting self-worth in one’sbearing.bearing.
3.Situational radar – ability to read socialsituations and respond appropriately.
4.Clarity – using language effectively to explainand persuade.
5.Authenticity- being “real” and transparent,while projecting honesty.
Karl Albrecht
Models of Organizational BehaviorModels of Organizational Behavior
�Managers try to convey to each workers,
“You are an important part of our
whole system. We sincerely care
about each of you. We want to joinabout each of you. We want to join
together to achieve a better product
or service, local community, and
society at large. We will make every
effort to make products that are
environmentally friendly”.
Models of Organizational BehaviorModels of Organizational Behavior
• Support employee commitment to short-
and long-term goals.
Facilitators Roles for Managers in the
System Model of OB
and long-term goals.
• Coach individuals and groups in
appropriate skills and behaviors.
• Model and foster self-esteem.
• Show genuine concern and empathy for
people.
• Offer timely and acceptable feedback.
Models of Organizational BehaviorModels of Organizational Behavior
• Influence people to learn continuously
and share that learning with others.
• Help individuals identify and confront
Facilitators Roles for Managers in the
System Model of OB (continue)
• Help individuals identify and confront
issues in ethical ways.
• Stimulate insights through interviews,
questions, and suggestions.
• Encourage people to feel comfortable
with change and uncertainty.
• Build cohesive, productive work teams
Models of Organizational BehaviorModels of Organizational Behavior
� Employees embrace the
goal of organizational
effectiveness and
recognize the mutuality of
company-employeecompany-employee
obligation.
� It creates a sense of
psychological ownership
for the organization and its
product services.
Models of Organizational BehaviorModels of Organizational Behavior
� The highest-order needs
� Employees go beyond the self-
discipline and reach a state of
self-motivation.
� The highest-order needs
(e.g. social, status,
esteem, autonomy, and
self-actualization) are met.
� Engender employees’
passion and commitment
to organizational goals.
Models of Organizational BehaviorModels of Organizational Behavior
Evolving Usage
Relation of Models to Human
NeedsNeeds
Increasing Use of Some Models
Contingent Use of All Models
Managerial Flexibility
Models of Organizational BehaviorModels of Organizational Behavior
Evolving Usage
� Manager/Organization use the models
tends to evolve over time.
� There is no one permanently “best’ model.
� Primary challenge to management is to
identify the model it is actually using and
then assess its current effectiveness.
Models of Organizational BehaviorModels of Organizational Behavior
Relation of Models to Human Needs
� The five models are closely related to
human needs.human needs.
� Each model is build upon the
accomplishments of the other.
Models of Organizational BehaviorModels of Organizational Behavior
Increasing Use of Some Models
� The trend toward the supportive,
collegial and system models willcollegial and system models will
probably continue.
� Only these newer models can offer the
satisfaction of the employees needs for
esteem, autonomy and self-
actualization.
Models of Organizational BehaviorModels of Organizational Behavior
Contingent Use of All Models
� Though one model may be most used at
any given time, some appropriate usesany given time, some appropriate uses
will remain for other models.
� The five models will continue to be
used, but the more advanced models
will have growing use as progress is
made and employee expectations rise.
Models of Organizational BehaviorModels of Organizational Behavior
Managerial Flexibility
� Managers need to identify their current
behavioral model and must keep it
flexible and current.flexible and current.
� Managers need to read, to reflect, to
interact with others, and to be receptive
to challenges to their thinking from their
colleagues and employees.
Models of Organizational BehaviorModels of Organizational Behavior
Score between 81 – 100 points, you appear to have aScore between 81 – 100 points, you appear to have a
solid capability for demonstrating facilitative skills.
Score between 60 – 80 points, you should take a close
look at the items with lower self-assessment scores
and explore ways to improve those items.
Score under 60 points, you should be aware that a
weaker skill level regarding several items could be
detrimental to your future success as a manager.
Models of Organizational BehaviorModels of Organizational Behavior