Business Forum 312
Chapter Two Models of Organizational Behavior
Organizational
Behavior
John W. Newstrom
Human Behavior at
Work
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14e
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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