Models of OB

Models Of OB-PC

1. Models of OB
By - Payal Chhabra

3. Philosophy
The philosophy {model} of OB held by
management consists & integrated set of
assumptions beliefs about the way things are,
the purpose of this activities, & the way should
be.
This philosophies are sometimes explicit &
occasionally implicit, in the minds of manager.
Five major OB philosophies includes autocratic,
custodial, supportive, collegial, SOBC.

4. Selected element of a Philosophy
Statement
•We are committed to quality, cost
effectiveness ,& technical excellence
•People should treat each other with
consideration ,trust , & respect.
•Each person is valuable, is unique & makes a
contribution.

5. Selected element of a Philosophy
Statement
Innovation is essential.
Open communication are important for
attaining success.
Decision should be reached participatively.

6. Values
•The rules by which we make decisions about
right & wrong, should & shouldn’t, good &
bad.
•They also tell us which are more or less
important ,which is useful when we have to
trade off meeting on value over another.

7. Sample of Value Statement

8. McDonald's Values
•We place the customer experience at the
core of all we do
Our customers are the reason for our existence.
We demonstrate our appreciation by
providing them with high quality food and
superior service, in a clean, welcoming
environment, at a great value.

9. McDonald's Values
We are committed to our people
We provide opportunity, nurture talent, develop
leaders and reward achievement. We believe
that a team of well-trained individuals with
diverse backgrounds and experiences,
working together in an environment that
fosters respect and drives high levels of
engagement is essential to our continued
success.

11. Tata Values
Core values
Tata has always been values-driven. These values
continue to direct the growth and business of
Tata companies. The five core Tata values
underpinning the way we do business are:
Integrity: We must conduct our business fairly,
with honesty and transparency. Everything we do
must stand the test of public scrutiny.
Understanding: We must be caring, show
respect, compassion and humanity for our
colleagues and customers around the world, and
always work for the benefit of the communities
we serve.

12. Excellence: We must constantly strive to achieve
the highest possible standards in our day-to-day
work and in the quality of the goods and services
we provide.
Unity: We must work cohesively with our
colleagues across the group and with our
customers and partners around the world,
building strong relationships based on tolerance,
understanding and mutual cooperation.
Responsibility: We must continue to be
responsible, sensitive to the countries,
communities and environments in which we
work, always ensuring that what comes from the
people goes back to the people many times over.

13. Vision
It represents a challenging portrait of the
organizations & its members can be – a possible &
desirable future.
Leaders must portrait the exciting projections
about the organizations should go & what major
changes lie ahead.
Once the vision is established, persistent &
enthusiastic communication is required to sell it
throughout the ranks of employees so they will
embrace it with commitment.

14. Sample Vision Statement
•"We will be a globally respected corporation.“

15. Sample Vision Statement
A clear direction
The four pillars of our vision set out the long term
direction for the company – where we want to go
and how we are going to get there:
We work to create a better future every day
We help people feel good, look good and get more
out of life with brands and services that are good for
them and good for others.
We will inspire people to take small everyday actions
that can add up to a big difference for the world.
We will develop new ways of doing business with the
aim of doubling the size of our company while
reducing our environmental impact.

16. Goals
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
managements goals need to be merged with
those of employees, who bring their
psychological, social,& economic needs with
them to the organization.

17. Sample of Goal
Goal 1: Determine Whether Life Ever Arose
on Mars
Goal 2: Characterize the Climate of Mars
Goal 3: Characterize the Geology of Mars
Goal 4: Prepare for Human Exploration

19. Activity
 Make groups of 5 students in each group .
•Collect the Vision, Values & Goals of different
companies in same sector & compare it.

20. Models of OB
Basic of modelAutocratic Custodial Supportive Collegial
Managerial
orientation
Power Economic
resources
Leadership Partnership
Employee
Orientation
Authority Money Support Teamwork
Employee
Psychological
Result
Dependence
on boss
Dependence
on org.
ParticipationSelf discipline
Employees
need met
SubsistenceSecurity Status &
recognition
Self
actualization
Performance
result.
Minimum Passive
cooperation
Awakened
drives
Moderate
enthusiasm

21. Autocratic

22. Autocratic
•The basis of this model is power managerial
orientation of authority.
•Those who are in command must have the
power to demand “you do this or else”

23. Autocratic
•The employee in turn are oriented towards
obedience & dependence on boss.
•The employee need that is met is subsistence.
•The performance result is
minimal.

24. Autocratic
Its principal weakness is its high human cost
especially as caused by micromanagement.
Micromanagement- a natural pattern of
autocratic manager - is the immersion of
manager into controlling the details of daily
operations.
Employees typically detest micromanager, with
a result being low morale, paralyzed decision
on making being second guessed & high turn
over.

25. Autocratic
Usefulness
•Acceptable approach to guide managerial
behavior when there where no well known
alternatives.
•Useful under some extreme conditions such
as organizational crises.

26. Custodial

27. Custodial Model
•The basis of this model is economic resources
with managerial orientation of money.
•The employee in turn are
oriented towards security.

28. Custodial Model
•The employee need that is met is security.
•Employee feel with reasonable containment.
•Most employees are not producing anywhere
near there capacities.
•The performance result is
passive co-operation.

29. Supportive

30. Supportive Model
•The basis of this model is leadership with a
managerial orientation of support.
•The employees in turn are oriented towards
job performance & participation

31. Supportive Model
•Psychological result is a feeling of
participation & task involvement in the
organization.
•Employees may say we insisted of they .

32. Supportive Model
•Employees are strongly motivated because
their status & recognition needs are better
met thus they have awakened drive for work.

33. Collegial

34. Collegial Model
• The basis of this model is partnership with a
managerial orientation of teamwork.
•The result is that employees feel needed &
useful.
There is at least one
thing that cannot be
done without you.

35. Collegial Model
•The employees in turn are oriented towards
responsible behavior and self-discipline.
•The employee need that is met is self-
actualization. The performance result is
moderate enthusiasm

36. SOBC
•This model is based on the assumption that
every behavior is caused. What we see are the
consequences of the behavior shown by
organism due to stimulus.:

37. SOBC

38. SOBC
•The Stimulus
is the cause that may be overt or covert,
physical, social, psychological, technological,
environmental etc.
•The Organism
can be individual or a group. They have
cognitive mediators with physiological
existence.

39. SOBC
•The Consequences –
are expressed as the results that may be overt
or covert. Positive or negative and can have
effects on environmental dynamics and
applications.

40. SOBC
•SOBC model is based on the very practical
philosophy of human behavior that: every
behavior is caused & follows the Cause-
Effect relationship.

41. Conclusion
•Evolving Model
•Relation of models to Human Needs.
•Increasing use of some models.
•Contingent use of all models.
• Managerial flexibility .

42. Evolving Model
• Managers /organizations use of the models
tends to evolve over time.
•There is no permanent model.
•Primarily challenge to management is to
identify the model it is actually using & then
access its current effectiveness.

43. Relation of models to Human
Needs.
•The five models are closely related to human
needs .
•Each model is built upon the accomplishments
of the other.

44. Increasing use of some Models
•The tend towards supportive, collegial &
SOBC will increase .
•Only this newer models can offer the
satisfaction of the employees needs for
esteem ,autonomy & self satisfaction.

45. Contingent use of all Models.
•Though one model may me used at any given
time, some appropriate use will remain for
other models.
•The 5 models will continue to be used, but the
more advanced model will have growing use
as progress is made & employees expectations
rise.

46. Managerial Flexibility
•Managers need to identify their current
behavioral model & must keep it flexible &
current.
•Mangers need to read, reflect, to interact with
others & to be receptive to challenges to
their thinking from colleagues & their
employees .

47. •Email Id- [email protected]

48. Test
•What is OB ?
•Why is OB Important?
•Explain different models of OB.