Approaches and Models of Organization Behavior

1. S
HUMAN BEHAVIOR
IN
ORGANIZATION
AY 2016-2017 (2ND TRIMESTER)
PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)

2. S
APPROACHES &
MODELS OF OB
LECTURE 2

3. Key Forces Affecting Organizational
Behavior
S PEOPLE - make up the internal social system
of the organization
S STRUCTURE - defines the formal relationship
and use of people in organizations

4. Key Forces Affecting Organizational
Behavior
S TECHNOLOGY- provides the resources with
which people work and affects the tasks that
they perform
S ENVIRONMENT- all organizations work within
an internal and an external environment

5. Fundamental Concepts:
NATURE OF
PEOPLE
S Individual differences
S Perception
S A whole person
S Motivated behavior
S Desire for
involvement
S Value of the person
NATURE OF
ORGANIZATIONS
S Social systems
S Mutual interest
S Ethics

6. Four Approaches to OB
S Human Resources/ Supportive Approach
 Employee growth and development are
encouraged and supported
S Contingency Approach
 Different managerial behaviors are required
by different environments for effectiveness

7. Four Approaches to OB
S Results-Oriented
 Outcomes of organizational behavior programs
are assessed in terms of their efficiency
S Systems
 All parts of an organization interact in a complex
relationship

8. Discussion Questions:
1. Why do we study human behavior?
2. Select one of your friends. Identify the
qualities that make that person different from
you. In what ways are you basically similar?

9. The Triangle Maze
Question: How many triangles do you see in this
triangle?

10. Ethics in Organizational Behavior:
S Examine the following statements. Assess
each situation according to the degree to
which you believe a potential ethical problem
is inherent in it.

11. MODELS OF ORGANIZATIONAL
BEHAVIOR
Organizational behavior system- an
integrated framework of elements that
portrays how behaviour is guided toward
achievement of organizational goals.

12. Elements of the System:
S PHILOSOPHY - an integrated set of
assumptions and beliefs about the way things
are, the purpose for these activities, and the way
they should be.
S VISION - represents a challenging portrait of
what the organization and its members can be —
a possible, and desirable, future.

13. Elements of the System:
S MISSION STATEMENT- 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.
S GOALS - relatively concrete formulations of
achievements the organization is aiming for
within set periods of time, such as one to five
years.

14. MODELS of OB
AUTOCRATIC
CUSTODIAL
SUPPORTIVE
COLLEGIAL
SYSTEM

15. AUTOCRATIC MODEL
Basis of model Power
Managerial orientation Authority
Employee orientation Obedience
Employee psychological
result
Dependence on
boss
Employee needs met Subsistence
Performance result Minimum

16. CUSTODIAL MODEL
Basis of model Economic
resources
Managerial orientation: Money
Employee orientation: Security and benefits
Employee psychological
result:
Dependence on
organization
Employee needs met: Security
Performance result: Passive cooperation

17. SUPPORTIVE MODEL
Basis of model: Leadership
Managerial orientation: Support
Employee orientation: Job performance
Employee psychological
result:
Participation
Employee needs met: Status and
recognition
Performance result: Awakened drives

18. COLLEGIAL MODEL
Basis of model: Partnership
Managerial orientation: Teamwork
Employee orientation: Responsible
behaviour
Employee psychological
result:
Self-discipline
Employee needs met: Self-actualization
Performance result: Moderate

19. SYSTEM MODEL
Basis of model: Trust,
community,meaning
Managerial orientation: Caring, compassion
Employee orientation: Psychological ownership
Employee psychological result: Self-motivation
Employee needs met: Wide range
Performance result: Passion and commitment
to orgn’l goals