OB Models.pptx

Models of Organizational Behavior Chapter objectives: The elements of an Organizational Behavior System The role of Management’s philosophy and paradigms Alternative Models of OB and their effects Trends in use of these models  An Organizational Behavior System Organization...

Models of Organizational Behavior Chapter objectives: The elements of an Organizational Behavior System The role of Management’s philosophy and paradigms Alternative Models of OB and their effects Trends in use of these models  An Organizational Behavior System Organizations achieve their goals by crating, communication, and operating an organizational Behavior System. The primary purpose of OB systems are to identify and then help manipulate the major human and organizational variables that affect the result organizations are trying to achieve. For some of these variables, managers can only exert some control over them. The outcomes, or the end results, are typically measured in various forms of three criteria: Performance (e.g. quality and quantity of products and services; level of customer services) Employee satisfaction (e.g. lower absenteeism, tardiness, or turnover) Personal growth and development (e.g. the acquisition of life long knowledge and skills)  Elements of OB system Management’s philosophy, values, vision, mission and goals Organizational culture Leadership, communication and group dynamics Quality of work life Motivation Outcomes performance employee satisfaction personal growth and development Linked with Formal organization Informal organization Social environment  Elements of the OB system 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 of these activities, and the way they should be. These philosophies are sometimes explicit, and occasionally implicit, in the minds of managers. However, the philosophy of organizational behavior held by a manager stems from two sources- fact premises and value premises. Fact premises represent our descriptive view of how the world behaves. They are drawn from both behavioral science research and our personal experiences. Fact premises, then, are acquired through direct and indirect lifelong learning and are very useful in guiding our behavior. Value premises, on the other hand, represent our view of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control, we can choose, modify, discard, or replace them (although they are often deeply entrenched). Many organizations have sought to identify and state the values they cherish (to nurture, to foster).  Elements of the OB system Mangers also have primary responsibility for instilling three other elements into the OB system- vision, mission, and goals. Vision represents a challenging portrait of what the organization and its members can be- a possible, and desirable, future. Managements need to create exciting projections about where 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. However, an organization also typically creates a mission statements, which identifies the business it is in, the market niches it tries to serve, the types of customers it is likely to have, and the reasons for its existence. Many mission statements even include a brief listing of the competitive advantages, or strengths, that the firm believes it has. In contrast to visions, mission statements are more descriptive and less future-oriented.  Elements of the OB system 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 management’s goals need to be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization. Philosophy feeds into value premises, which help shape vision. Vision is a stretching version of mission, and goals provide a way to pinpoint targets for achieving that mission. Together, philosophy, values, vision, mission, and goals exist in a hierarchy of increasing specificity (philosophy is most general; goals are most specific). They all help create a recognizable organizational culture. This culture is also a reflection of the formal organization with its formal policies, structures, and procedures, and the existing social and cultural (global) environment.  Models of organizational Behavior Organizations differ in the nature of the systems they develop and maintain and in the results they achieve. Varying results predictably follow from different models of OB. These models constitute the belief system that dominates management’s thought actions in each organization. Five models of OB have been seen as follows; Autocratic Custodial Supportive Collegial System The selection of a model by manager is determined by a number of factors. The prevailing philosophy, values, vision, mission and goals of managers affect, and are affected by, their OB model. In addition environmental conditions help determine which model will be most effective.  The Autocratic Model The autocratic model depends on power. Those who are in command must have the power to demand ‘you do this- or else’, meaning that an employee who does not follow orders will be penalized. In a autocratic environment the managerial orientations is formal, official authority. This authority is delegated by right of command over the people to whom it applies. Moreover, under autocratic conditions the employee orientation is obedience to a boss, not respect for a manager. The psychological result for employees is dependent on their boss, whose power to hire, fire, and ‘perspire’ them is almost absolute. The boss pays minimum wages because minimum performance is given by employees by which they satisfy their subsistence needs. The autocratic model is a useful way to accomplish work. It is not a complete failure. However, its principal weakness is its high human costs.  The Custodial Model To satisfy the security needs of employees, a number of companies began welfare programs in the 1890s and 1900s. In their worst these welfare programs later became known as paternalism. In the 1930s welfare programs evolved into a variety of fringe benefits to provide employee security. Employers-and unions and government-began caring for the security needs of workers (rewards & benefits). They were applying a custodial model of organizational behavior. A successful custodial approach depends on economic resources. The resulting managerial orientation is toward money to pay wages and benefits. Since employees’ physical needs are already reasonably met, the employer looks to security needs as a motivating force. The custodial approach leads to employee dependence on the organization rather than being dependent on their boss. As a result of their treatment, they are well maintained and contented. However, contentment does not necessarily produce strong motivation; it may produce only passive (acted upon) co-operation.  The Supportive Model The supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interests of the organization the things of which they are capable. Management’s orientation, therefore, is to support the employee’s job performance rather than to simply support employee benefit payments as in the custodial approach. The supportive model of organizational behavior tends to be especially effective in affluent (rich) nations because it responds to employee drives toward a wide array of emerging needs. It has less immediate application in the developing nations, because their employees current needs and social conditions are often quite different.  The Collegial Model A useful extension of the supportive model is the collegial model. The term ‘collegial’ relates to a body of people working together co-operatively. This model embodies a team concept, first achieved widespread applications in research laboratories and similar work environments. The collegial model depends on management’s building a feeling of partnership with employees. Managers are seen as joint contributor rather than as boss. Moreover, the managerial orientation is toward teamwork by which the employee response to this situation is responsibility. In this kind of environment employees normally feel some degree of fulfillment, worthwhile contribution, and self actualization, even though the amount may be modest in some situations. This self-actualization will lead to moderate enthusiasm in performance.  The System model An emerging model of OB is the system model. It is the result of a strong search for higher meaning at work by many of today’s employees; they want more than just a paycheck and job security from the jobs. To accomplish this, managers must increasingly demonstrate a sense of caring and compassion, being sensitive to the needs of a diverse workforce with rapidly changing needs and complex personal and family needs. Under the system model, managers try to convey each worker, ‘you are an important part of our whole system…..’. The role of a manager becomes one of facilitating employee accomplishments through a variety of actions (e.g. John W. Newstrom; Organizational Behavior; 11th edition; page 40). In response, many employees embrace the goal of organizational effectiveness, and recognize the mutuality of company-employee obligations in a system viewpoint.  Basis of model Power Economic resources Leadership Partnership Trust, community, meaning Managerial orientation: Authority Money Support Teamwork Caring, compassion  Employee orientation Obedience Security and benefits Job performance Responsible behavior Psychological ownership Employee psychological result: Dependence on boss Dependence on organization Participation Self discipline Self motivation  Employee needs met Subsistence Security Status and recognition Self actualization Wide range Performance result: Minimum Passive cooperation Awakened drivers Moderate enthusiasm Passion and commitment to organizational goals.