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    Models of Organizational Behavior

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    Avada Kedavra
    This document discusses several models of organizational behavior: 1) McGregor's Theory X and Theory Y models which propose different assumptions about employee motivation and behavior. Theory X assumes employees dislike work while Theory Y assumes work is natural. 2) Keith Davis' four models of organizational behavior - autocratic, custodial, supportive, and collegial - which differ in their managerial orientation, employee orientation, and resulting performance. 3) The organizational behavior system which aims to identify and manipulate key human and organizational variables to achieve goals, measuring outcomes in performance, satisfaction, and development. Management's philosophy, vision, mission, and goals shape the system.

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    Models of Organizational Behavior

    Uploaded by

    Avada Kedavra
    88 views12 pages
    This document discusses several models of organizational behavior: 1) McGregor's Theory X and Theory Y models which propose different assumptions about employee motivation and behavior. Theory X assumes employees dislike work while Theory Y assumes work is natural. 2) Keith Davis' four models of organizational behavior - autocratic, custodial, supportive, and collegial - which differ in their managerial orientation, employee orientation, and resulting performance. 3) The organizational behavior system which aims to identify and manipulate key human and organizational variables to achieve goals, measuring outcomes in performance, satisfaction, and development. Management's philosophy, vision, mission, and goals shape the system.

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    Models of Organizational Behavior

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    (2) Models of Organizational Behavior

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    This document discusses several models of organizational behavior: 1) McGregor's Theory X and Theory Y models which propose different assumptions about employee motivation and behavior. Theory X assumes employees dislike work while Theory Y assumes work is natural. 2) Keith Davis' four models of organizational behavior - autocratic, custodial, supportive, and collegial - which differ in their managerial orientation, employee orientation, and resulting performance. 3) The organizational behavior system which aims to identify and manipulate key human and organizational variables to achieve goals, measuring outcomes in performance, satisfaction, and development. Management's philosophy, vision, mission, and goals shape the system.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    88 views12 pages

    Models of Organizational Behavior

    Uploaded by

    Avada Kedavra
    This document discusses several models of organizational behavior: 1) McGregor's Theory X and Theory Y models which propose different assumptions about employee motivation and behavior. Theory X assumes employees dislike work while Theory Y assumes work is natural. 2) Keith Davis' four models of organizational behavior - autocratic, custodial, supportive, and collegial - which differ in their managerial orientation, employee orientation, and resulting performance. 3) The organizational behavior system which aims to identify and manipulate key human and organizational variables to achieve goals, measuring outcomes in performance, satisfaction, and development. Management's philosophy, vision, mission, and goals shape the system.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12

    CHAPTER 2

    MODELS OF
    ORGANIZATIONAL BEHAVIOR
    The Organizational Behavior
    System

     It is created, communicated, and operated to


    achieve organizational goals
     Must be consciously created and regularly examined
    and updated to meet new and emerging conditions
     The primary purposes is to identify and help
    manipulate the major human and organizational
    variables
     The results and outcomes are measured in the
    performance, employee satisfaction, and personal
    growth and development
    Management’s
    Philosophy * Values * Vision * Mission * Goals

    Formal Organizational Culture Social


    Organization Environment

    Informal
    Organization

    Leadership * Communication * Group Dynamics

    Quality of Work Life (QWL)

    Motivation

    Outcomes:
    * Performance
    * Employee Satisfaction
    * Personal Growth and Development
    MANAGEMENT’S
    PHILOSOPHY
     Consists of an integrated set of assumptions and beliefs
    about the way things are, the purpose of the activities,
    and the way they should be
     Stems from the two sources: FACT PREMISES and
    VALUE PREMISES
    -fact premises represents the descriptive view of
    how the world behaves
    -value premises represents our view of the
    desirability of certain goals and activities
     Feeds into value premises, which helps shape the vision
    for the organization
    MANAGEMENT’S VISION

     Represents a challenging portrait of what the


    organization and its members can be; a possible
    and desirable future
     It is an exciting projection about where the
    organization should go and what major changes lie
    ahead
     Also it is a STRETCHING version of mission
    MANAGEMENT’S MISSION

     Identifies the business it is in, its market, the types of


    customers, and reasons for existence
     May even include a brief listing of the competitive
    advantages, or strengths of the organization
     It is more descriptive and less future oriented than
    vision
     Rather broad and needs to be converted to goals to
    become operational and useful
    MANAGEMENT’S GOALS

     Relatively concrete formulations of planned


    achievements for a period of time such as 5 years
     May exist at the individual, group, and larger
    organizational level
    McGREGOR’S MODELS OF
    ORGANIZATIONAL BEHAVIOR

     Presented in 1957; a convincing argument that


    most managerial actions flow directly from
    whatever theory of human behavior the
    managers hold
     THEORY X and THEORY Y assumptions
     These models are also called PARADIGMS or
    frameworks of possible explanations about how
    things work
    MODELS OF ORGANIZATIONAL
    BEHAVIOR

    THEORY X THEORY Y
     The typical person dislikes  Work is natural
    work and will avoid it if  People are not inherently lazy
    possible  People will exercise self
     The typical person lacks direction and self control in the
    responsibility, has little pursuit of objectives
    ambition, and seeks security
    above all
     People have potential. They
    have imagination, ingenuity,
     The typical person must be and creativity that can be
    coerced, controlled and applied to work
    threatened with punishment to
    make them work
    KEITH DAVIS’ S MODELS OF
    ORGANIZATIONAL BEHAVIOR

     Autocratic Model
     Custodial Model

     Supportive Model

     Collegial Model
    FOUR MODELS OF
    ORGANIZATIONAL BEHAVIOR
    AUTOCRATI SUPPORTIV
    CUSTODIAL COLLEGIAL
    C E
    Basis of Model Power Economic Leadership Partnership
    Resources
    Managerial Authority Money Support Teamwork
    Orientation
    Employee Obedience Security and Job Responsible
    orientation Benefits performance behavior
    Employee Dependence on Dependence on Participation Self – discipline
    psychological boss organization
    result
    Employee needs Subsistence Security Status and Self –
    met recognition actualization
    Performance Minimum Passive Awakened Moderate
    result cooperation drives enthusiasm
    CONCLUSIONS ABOUT THE
    MODELS

     Evolving usage
     Relations of models to human

    needs
     Increasing use of some models

     Contingent use of all models

     Managerial flexibility

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