Chap002-Models of Organizational Behavior

2007 The McGraw-Hill Companies, Inc., All Rights ReservedChapter Two Models of Organizational Behavior


2007 The McGraw-Hill Companies, Inc., All Rights ReservedChapter Objectives To understand:The elements of an organizational behavior systemThe role of managements philosophy and paradigmsAlternative models of organizational behavior and their effectsTrends in the use of these models


2007 The McGraw-Hill Companies, Inc., All Rights ReservedAn Organizational Behavior SystemAn organizational behavior system isPurposely created and usedRegularly examined and updatedTypical outcomesPerformance (measured by the quantity & quality of products & services)Employee satisfaction (measured by absenteeism, turnover)Personal growth and development (measured by the acquisition of skills and knowledge)


2007 The McGraw-Hill Companies, Inc., All Rights ReservedAn Organizational Behavior SystemElements of the SystemFact (our view of how the world behaves) and value premises (desirability of certain goals and activities)Vision (a possible and desirable future)Mission (the reason for its existence) Goals (short-, intermediate-, long-term)


2007 The McGraw-Hill Companies, Inc., All Rights ReservedAn Organizational Behavior System


2007 The McGraw-Hill Companies, Inc., All Rights ReservedModels of Organizational BehaviorBased on the theory of human behavior managers hold (McGregor)Theory XTheory YManagers tend to act as they think


2007 The McGraw-Hill Companies, Inc., All Rights ReservedModels of Organizational BehaviorManagerial paradigms(possible explanations about how things work)Influence managerial perceptions of the world Define boundaries and for how to behaveEncourage resistance to changeConsciously or unconsciously affect ones behaviorNew paradigms provide alternative ways of viewing the world and solving problemsMan on the trainHaving a childParadigm test


2007 The McGraw-Hill Companies, Inc., All Rights ReservedModels of Organizational BehaviorAutocratic, Custodial, Supportive, Collegial, System


2007 The McGraw-Hill Companies, Inc., All Rights ReservedModel Characteristics


2007 The McGraw-Hill Companies, Inc., All Rights ReservedThe Autocratic ModelBased on power and authorityLeads to tight control of employeesIs intensely disliked by many employeesOrientation is obedience to a bossPsychological result is dependenceUseful for accomplishing workPrincipal weakness is high human cost


2007 The McGraw-Hill Companies, Inc., All Rights ReservedThe Custodial ModelDesigned to dispel employee insecurities, frustrations, and aggressionsIn its worst form, is paternalismEvolved from 1930s welfare programsSuccess depends on economic resourcesLeads to dependence on the organizationEmployees become psychologically preoccupied with economic rewards and benefitsDoes not produce top productivity, motivation, or desire to grow


2007 The McGraw-Hill Companies, Inc., All Rights ReservedThe Supportive ModelOriginated with the principle of supportive relationshipsSparked by Hawthorne studiesDepends on leadership, not power or moneyManagement orientation is to support the employees job performanceSupportive behavior does not require moneyWorks well with both employees and managersTheory is difficult to put into practiceEspecially effective in affluent nations


2007 The McGraw-Hill Companies, Inc., All Rights ReservedThe Collegial ModelAn extension of the supportive modelEmbodies a team conceptMost useful with unscripted work, intellectual environment, and considerable job freedomDepends on partnership between management and employeesManagerial orientation is teamworkPsychological result is self-disciplineCan produce moderate enthusiasm


2007 The McGraw-Hill Companies, Inc., All Rights ReservedThe System ModelThe result of a strong search for higher meaning at work by todays employeesManagers must demonstrate caring, compassion, sensitivityReflects positive organizational behaviorRequires authenticity and social intelligenceManagement role is facilitating employee accomplishmentsEmployees experience psychological ownership and self-motivationCan engender passion and commitment to goals


2007 The McGraw-Hill Companies, Inc., All Rights ReservedConclusions About the ModelsEvolving UsageFunction of prevailing employee needsNo permanently best modelMonitor effectiveness of current modelRelation of Models to Human NeedsCompare to Maslow (chapter 5)Adaptive approach (based on the needs of people at that moment)Build on previous models


2007 The McGraw-Hill Companies, Inc., All Rights ReservedConclusions About the ModelsIncreasing Use of Some ModelsTrend toward supportive, collegial, and system models will continueTop managers of giant, complex organizations cannot be authoritarian (not effective)Contingent Use of All ModelsOne model may be used mostSome uses for other models will remainMore advanced models will have growing use


2007 The McGraw-Hill Companies, Inc., All Rights ReservedConclusions About the ModelsManagerial FlexibilityManagers must identify their current behavioral modelIt must be kept flexible and currentThere is great danger is paradigm rigidity


2007 The McGraw-Hill Companies, Inc., All Rights ReservedHuman Relations Guidelines 1. Be optimistic3. Be genuinely interested in others5. Call people by name7. Help others9. Create a win-win situation8. Think before you act6. Listen to others2. Be positive4. Smile and develop a sense of humorExhibit 1.4


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Chap002-Models of Organizational Behavior