Chap002-Models of Organizational Behavior

Organizational Behavior Human Behavior at WorkThirteenth Edition

McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Two

Models of Organizational Behavior

Chapter Objectives

To understand:

• 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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An Organizational Behavior System

An organizational behavior system is

• Purposely created and used• Regularly examined and updated

Typical outcomes

• Performance• Employee satisfaction• Personal growth and development

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An Organizational Behavior System

Elements of the System

• Fact and value premises• Vision• Mission• Goals

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Models of Organizational Behavior

Based on the theory of human behavior managers hold

• Theory X: people dislike work and will avoid if possible Managers role is to coerce and control employees

• Theory Y: work is natural a s play or rest. People will

exercise self-direction and self-control. Managers role is to develop employees potential

and help them release the potential towards common objectives

Managers tend to act as they think2-6

An Organizational Behavior System

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Models of Organizational Behavior

Managerial paradigms…

• Influence managerial perceptions of the world • Define boundaries and for how to behave• Encourage resistance to change• Consciously or unconsciously affect one’s

behavior• Provide alternative ways of viewing the world

and solving problemsNew paradigms provide alternative ways of

viewing the world and solving problems

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Models of Organizational Behavior

AutocraticCustodialSupportiveCollegialSystem

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Model Characteristics: Figure 2.4

Autocratic Custodial

Basis of model Power Economic resources

Managerial orientation

Authority Money

Employee orientation

Obedience Security and benefits

Employee psychological result

Dependence on boss

Dependence on organization

Employee needs met

Subsistence Security

Performance result Minimum Passive cooperation

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Model Characteristics: Figure 2.4

Supportive Collegial

Basis of model Leadership Partnership

Managerial orientation

Support Teamwork

Employee orientation

Job Performance Responsible behavior

Employee psychological result

Participation Self-discipline

Employee needs met

Status & recognition Self-actualization

Performance result Awakened drives Moderate enthusiasm

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Model Characteristics: Figure 2.4

System

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 organizational goals

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The Autocratic Model

Based on power and authority

• Leads to tight control of employees• Is intensely disliked by many employees

Orientation is obedience to a boss

• Psychological result is dependence• Minimum wage for minimum performance

Useful for accomplishing work but with moderate results

Principal weakness is high human costEncourages micromanagement

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The Custodial Model

Designed to dispel employee insecurities, frustrations, and aggressions

In its worst form, is paternalismEvolved from 1930’s welfare programsSuccess depends on economic resources

• Managerial orientation: pay wages & benefits• Employees: security needs as motivating force• Organizations must have wealth to provide

pension and other benefits Leads to dependence on the organization

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The Custodial Model

Employees become psychologically preoccupied with economic rewards and benefits

• Does not produce top productivity, motivation, or desire to grow

• Employees are happy but unmotivated and unfulfilled

Best viewed as the foundation for growth to the next step

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The Supportive Model

Originated with the “principle of supportive relationships”

• Sparked by Hawthorne studiesDepends on leadership, not power or money

• Management orientation is to support the employee’s job performance

• Employees are given a participation & task involvement

• Employees are more motivated than earlier models

• Employees have awakened drives for work

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The Supportive Model

Supportive behavior does not require moneyTheory vs. Practice

• Works well with both employees and managers• Theory is difficult to put into practice• Especially effective in affluent nations

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The Collegial Model

An extension of the supportive modelEmbodies a team conceptMost useful with unscripted work, intellectual

environment, and considerable job freedomDepends on partnership between management and

employees

• Managerial orientation is teamwork• Employee response is responsibility• Psychological result is self-discipline

Can produce moderate enthusiasm

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The System Model

The result of a strong search for higher meaning at work by today’s employees

• Managers must demonstrate caring, compassion, sensitivity

• Reflects positive organizational behavior• Requires authenticity and social intelligence

Management role is facilitating employee accomplishments

• Employees experience psychological ownership and self-motivation

• Can engender passion and commitment to goals

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The System Model

5 Dimensions of social intelligence

• Empathy• Presence• Situational radar• Clarity• Authenticity

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Conclusions About the Models

Evolving Usage

• Function of prevailing employee needs• No permanently “best” model• Primary challenges

Identify model currently being used Assess its current effectiveness

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Conclusions About the Models

Relation of Models to Human Needs

• Adaptive approach• Build on previous models

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Conclusions About the Models

Increasing Use of Some Models

• Trend toward supportive, collegial, and system models will continue

• Top managers of giant, complex organizations cannot be authoritarian Must depend on centers of power nearer to

operating problems Forced into a more participative model

• Employees are not readily motivated toward creative and intellectual duties

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Conclusions About the Models

Contingent Use of All Models

• One model may be used most• Some uses for other models will remain• More advanced models will have growing use

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Conclusions About the Models

Managerial Flexibility

• Managers must identify their current behavioral model

• It must be kept flexible and current• There is great danger is paradigm rigidity

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Your examples

Autocratic Custodial Supportive Collegial System

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