Elements of Organisational behavior.pptx

Organizational Behavior

1. Chapter 2

2. CHAPTER OBJECTIVE TO UNDERSTAND The Elements of an organizational behavior system. The Role of Management Philosophy and Paradigms. Alternative Models of organizational behavior and their effects . Trends in the use of this Models . Organizations behavior or organizational behavior is the, “study of human behavior in organizational settings, the interface between human behavior and the organizations. Its principles are applied primarily in attempts to make businesses operate more effectively.

3. ORGANIZATIONAL BEHAVIOR SYSTEM All organizations achieve goals y creating, communicating and operating a system .some systems are consciously created and regularly looked at and updated. The purpose of these systems is to help managers shift everything in the organization – people, technology, structure and environment – to get results, or outcomes for the organizations.

4. ELEMENTS OF AN ORGANIZATIONAL BEHAVIOR SYSTEM

5. MODEL OF ORGANIZATIONAL BEHAVIOUR Definition: Organizations differ in the nature of the system they develop and maintain and in the results they achieve. It is highly important that managers recognize the nature, significance, and effectiveness of their own models, as well as the models of others around them. McGregor's alternative sets of assumption about employees. 1. THEORY X 2. THEORY Y

6. THEORY X&Y THEORY X Theory x is a traditional set of assumptions about people. It assume that most people dislike work and will try to avoid it if they can. Workers are seen as being inclined to restrict work output, having little ambition, and avoiding responsibility if at all possible. THEORY Y Theory y implies a more humanistic and supportive approach to managing people. It assume that people are not inherently lazy. They have become that way as a result of experience.

7. FIVE MODELS OF ORGANIZATIONAL BEHAVIOUR Name of Five Models: Autocratic Custodial Supportive Collegial System

8. DEFINATION OF AUTOCRATIC MODEL Autocratic model is the model that depends upon strength, power and formal authority. In an autocratic organization, the people (owners) who manage the tasks in an organization have formal authority for controlling the employees who work under them. These lower – level employees have little over the work function. The autocratic model is also a detractor to job satisfaction and employee morale. This is because employees do not feel valued and part of the overall team. The autocratic model might be appropriate for some automated factory situations, for most modern day organization.

9. CHARACTERISTIC S Autocratic Model: Power and Authority Morale values and Creativity Communication and Interaction Repressive Leadership type.

10. CUSTODIAL MODEL In 1890 and 1900 many companies started the welfare programs for the employees which known as paternalism. In 1930 these welfare programs evolved in many fringe benefits to provide security to the employees which resulted custodial model of organizational behavior. Definition: The custodial model is based around the concept of providing economic security for employees – through wages and other benefits –that will create employee loyalty and motivation. Custodial model mainly focuses on the financial reward accepts of being employed by the organization

11. CHARACTERISTICS Depends on Economical resources (Money). Managerial Orientation is money. Employee orientation is security and benefits. Employee psychological result depends on organization. Employee needs met is security. Performance result is passive Cooperation. EXAMPLE OF CUSTODIAL MODEL Garments factory, because here it is based on economical resource. Here labor execute their job for security and benefits, again here if an organization do well then employees get better benefit.

12. THE SUPPORTIVE MODEL Defination : The supportive model approach states that employees are self motivated and have value and insight to contribute to the organization, beyond their day to day role. It is built around the concept of leadership .

13. THE SUPORTIVE MODEL Depends on leadership. Managerial orientation is support. Employee orientation is job and performance. Employee psychological result is participation. Employee needs met is status and recognition. Performance result is awakened drives. EXAMPLE OF THE SUPORTIVE MODEL Software firm, because here leaders support their employee to perform their tasks or their project.

14. THE COLLEGIAL MODEL What is the College Model? The term “collegial” relates to a body people working together cooperatively. The collegial model is based around teamwork- everybody working as colleagues(times the name of the model). DEPENDS ON PARTNERSHIP Supportive model of organization behavior . Highly cooperative set of people. Maintaining harmony among co-worker . Job Freedom.

15. ROLE OF MANAGEMENT Managerial orientation is teamwork. Equal level of motivation, forces collectively . Provide intellectual environment. IMPACT OF EMPLOYEE Self discipline . Feeling responsible. More aware about the overly purpose of their role. Will Build a better corporate culture.

16. EXAMPLE OF COLLEGIAL MODEL Social organization such as willingly blood donation organization “BADHON”

17. THE SYSTEM MODEL What is system model? An emerging model of organizational behavior is the system model. This model emerged from the rigorous research to attain the higher level of meaning at work .

18. THE SYSTEM MODEL Under this model, people work to satisfy their self-actualization needs. They look for challenge and meaning in their work and are not satisfied by mere financial rewards. Employees do not see organization as different from themselves. They go beyond self- discipline and self-motivation and work to create organizational culture that serves as a benchmark for others. Organizations take benefit of such employees and employees also view organizations as a source of fulfillment of their needs .

19. AN ETHICAL ISSUE What is an Ethical Issue? A problem or situation that requires a person or organization to choose between alternatives that’s must be evaluated as right(ethical) or wrong (unethical). It was not a moral issue but an ethical issue and required a lot of thought and planning to figure out a solution. FIVE DIMENTION OF ETHICAL ISSUE Empathy –appreciation for, and connectedness with others. Presence –projecting self-worth in ones bearing. Situational radar-ability to read social situations and respond appropriately. Clarity-using language effectively to explain and persuade. Authenticity-being “real’’ and transparent, While projecting honesty.

20. AN ETHICAL ISSUE Under the system model, managers try to convince to each worker, “You are an important part of our whole system. sincerely care about each of you. We want to join together to achieve a better product or service, local community and society at large, We will make every effort to make products that are environmentally friendly and contribute to sustainability”. The role of a manager becomes one of facilitating employee accomplishments through a variety of action.

21. EXAMPLE OF COMMON ETHICAL ISSUE Unethical Leadership. Toxic Workplace Culture. Discrimination and Harassment. Unrealistic and Conflicting Goals. Questionable Use of Company technology .

22. CONCLUSION OF THE MODEL Evolving Issues: Understanding Human Behavior increases, we move somewhat slowly to newer models. Assuming one particular model is best is a mistake. Eventually the supportive model may also fall in limited use. Relations of Models to Human Needs: New models have been developed only for the purpose of human needs. These models generally increases efficiency by increasing human needs. Assuming that emphasis on one model of organizational behavior is an automatic rejection of other models.

23. CONCLUSION OF THE MODEL Increasing use of some models: Despite technological advancement top managers of giant organizations cannot leave the traditional sense. Many employees are not readily motivated toward creative and duties by autocratic models. Contingent use of all models: Policies and way of life varies in organizations. All five models will be continued to be used but the most advance model will have growing use. Role expectations of employees differ depending upon cultural history.

24. CONCLUSIONS OF THE MODEL Managerial Flexibility: Managers should identify their current behavior and keep it flexible. Managers need to read, reflect to interact with others and to be respective.

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