Models of Organizational Behavior free essay sample

These philosophies are sometimes explicit and occasionally implicit, in the minds of manager. Five major organizational behavior models includes autocratic, custodial, supportive, collegial and system. Selected Element of a Philosophy Statement * We are committed to quality, cost-effectiveness, and technical excellence. * People should treat each other with consideration, trust and respect. * Each person is valuable, is unique, and makes a contribution. * All employees should be unfailingly committed to excellent performance. Teamwork can, and should, produce far more than the sum of individual efforts. Team members must be reliable and committed to the team. * Innovation is essential * Open communications are important for attaining success. * Decision should be reached participatively. Two sources of Philosophy of Organizational Behavior * Fact Premise are acquired through direct and indirect lifelong learning and are very useful in guiding our behavior. * Value Premise represent o ur views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control. Values the rules by which we make decisions about right and wrong, should and shouldn’t, good and bad. They also tell us which are more or less important, which is useful when we have to trade off meeting one value over another. Vision It represents a challenging portrait of the organization and its member can be – a possible, and desirable future. Leaders need to create exciting projections about the organization should go and what major changes lie ahead. Once the vision is established, persistent and enthusiastic communication is required to sell it throughout the ranks of employees so they will embrace it with commitment. Mission 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. It even includes a brief listing of the competitive advantages, or strengths, that the firm believes it has. It is more descriptive and less future-oriented than vision. It needs to be converted to goal to become operational and useful. 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 management’s goals need to be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization. McGregor’s Theory X and Y, Alternative Sets of Assumption about Employees Theory x * The typical person dislikes work and will avoid it if possible. The typical person lacks responsibility, has little ambition, and seeks security above all. * Most people must be coerced, controlled, and threaten with punishment to get them to work. * Managerial role is to coerce and control employees Theory Y * Work is natural as play or rest. * People are not inherently lazy. They have become that way as result of experience. * People will exercise self-direction and self-control in the service of objectives to which they are committed. * People have potential. Under proper conditions they learn to accept and seek responsibility. They have imagination, ingenuity, and creativity that can be applied to work. * Managerial role is to develop the potential in employees and help them release that potential toward common objective. Paradigms/Frameworks * Models such as Theory X and Y are also called paradigms, or frameworks of possible explanations for managers. * Managers begin with certain assumptions about people and leads to certain interpretations, implications, and even predictions of events. Importance of Paradigms/Framework * They influence managerial perceptions of the world around them. They define one’s boundaries and proved prescriptions for how to behave. * They encouraged resistance to change, since they have often worked in the past. They may either consciously or unconsciously affect ones behavior. * When new paradigms appear, they provide alternative ways of viewing the world and solving problems. Table 2. 5 models of organizational behavior Facilitators Roles for Managers in the System Model of OB * Support employee commitment to short and long term goals. * Coach individuals and groups in the appropriate skills and behaviors. Model and foster self-esteem. * Show genuine concern and empathy for people. * Offer timely and acceptable feedback. * Influence people to learn continuously and share that learning with others. * Help individuals identify and confront issues in ethical ways. * Stimulate insights through interviews, questions, and suggestions. * Encourage people to feel comfortable with change and uncertainty. * Build cohesive, productive work teams Conclusion about the Models * Evolving usage * Manager/organization use the models tends to evolve over time. There is no one permanently â€Å"best† model. Primary challenge to management is to identify the model it is actually using and then assess its current effectiveness. * Relation of Models to Human Needs * The five models are closely related to human needs. * Each model is build upon the accomplishments of the other. * Increasing use of some models * The trend toward the supportive, collegial and system models will probably continue. * Only these newer models can offer the satisfaction of the employees needs for esteem, autonomy and self-actualization. Contingent Use of All Models * Though model may be most used at any given time, some appropriate uses will remain for other models. * The five models will continue to be used, but the more advanced models will have growing use as progress is made and employee expectations rise. * Managerial Flexibility * Managers need to identify their current behavioral model and must keep it flexible and current. * Managers need to read, reflect, to interact with others, and to be receptive to ch allenges to their thinking from their colleagues and employees.