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Newstrom
12/e PPT
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2. Models of Organizational Behavior
Chapter Two
Models of Organizational Behavior
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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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4. 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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5. An Organizational Behavior System
Elements of the System
Fact and value premises (Fact represent our descriptive view of how the world behaves; Value represent our view of the desirability of certain goals and activities)
Vision (What the organization can be, and desirable future)
Mission (Business its in; market, customers and reasons for existence)
Goals (Achievements the organization is aiming)
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6. Models of Organizational Behavior
Based on the theory of human behavior managers hold (McGregor’s theory, Alternative sets of assumptions about employees; P29)
Theory X
Theory Y
Managers tend to act as they think
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7. Theory X Theory Y Workers are lazy Workers lack ambition
Workers must be controlled
Workers cannot be trusted
Workers want to work
Workers have potential
Workers are committed
Workers can be trusted

8. An Organizational Behavior System
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9. Models of Organizational Behavior
Managerial paradigms…
Influence managerial perceptions of the world
Define boundaries and for how to behave
Encourage resistance to change
New paradigms provide alternative ways of viewing the world and solving problems
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10. Models of Organizational Behavior
Autocratic, Custodial, Supportive, Collegial, System
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11. Model Characteristics
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The Autocratic Model
Based on power and authority (you do this ---or else)
Leads to tight control of employees
Is intensely disliked by many employees
Orientation is obedience to a boss
Psychological result is dependence
Useful for accomplishing work
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The Custodial Model
Designed to dispel employee insecurities, frustrations, and aggressions
Success depends on economic resources
Leads to dependence on the organization
Employees become psychologically preoccupied with economic rewards and benefits
Does not produce top productivity, motivation, or desire to grow
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The Supportive Model
Originated with the “principle of supportive relationships” (development of research)
Depends on leadership, not power or money
Management orientation is to support the employee’s job performance and productivity
Works well with both employees and managers
Especially effective in affluent nations
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The Collegial Model
An extension of the supportive model
Embodies a team concept
Depends on partnership between management and employees
Managerial orientation is teamwork
Psychological result is self-discipline
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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 social intelligence
Management role is facilitating employee accomplishments
Employees self-motivation
Can engender passion and commitment to goals
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17. Conclusions About the Models
Evolving Usage
Funtion of prevailing employee needs
No permanently “best” model
Monitor effectiveness of current model
Relation of Models to Human Needs
Adaptive approach
Build on previous models
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18. 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
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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19. 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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