14e

Organizational
Behavior
Human Behavior at
Work

Chapter Two
Models of
Organizational
John W. Newstrom Behavior

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 Learning Objectives
 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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 Organizational Behavior System
 Purposely created and used by organizations to
achieve goals
 Regularly examined and updated
 Outcome criteria
 Performance
 Employee satisfaction
 Personal growth and development

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 Figure 2.1 - An Organizational Behavior
System

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 Elements of Organizational Behavior
System
 Philosophy: Consists of an integrated set of
assumptions and beliefs about the way things
are, the purpose for these activities, and the way
they should be
 Fact premises: Our descriptive view of how the
world behaves
 Acquired through direct and indirect lifelong
learning
 Value premises: Our view of the desirability of
certain goals and activities
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 Elements of Organizational Behavior
System
 Vision: Challenging portrait of what the
organization and its members can be
 Mission: Helps an organization identify the:
 Business it is in and market niches it tries to serve
 Types of customers it is likely to have
 Reasons for its existence
 Goals: Concrete formulations of achievements an
organization is aiming for within set periods of
time
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 Models of Organizational Behavior
 Constitute the belief system that dominates
management’s thought and affects
management’s actions in each organization
 Mcgregor’s theory of human behavior
 Theory X: Traditional set of assumptions about
people
 Theory Y: Implies a more humanistic and
supportive approach to managing people

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 Figure 2.3 - McGregor’s Theory X and Theory Y,
Alternative Sets of Assumptions about Employees

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 Major Contributions of McGregor
 Aided managers in thinking consciously about
their belief systems and management models
 Advocated the practical value of reading and
using research findings to better understand
human behavior
 Introduced and publicized the hierarchy of needs
model by A. H. Maslow
 Encouraged the balance of human values with
other values at work
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 Paradigms
 Frameworks of possible explanations about how
things work
 Impacts
 Influence managerial perceptions of the world
around them
 Define one’s boundaries and provide prescriptions
for how to behave
 Encourage resistance to change
 Consciously or unconsciously affect one’s behavior
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 Figure 2.4 - Five Models of
Organizational Behavior

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 Autocratic Model
 Managerial orientation is formal official authority
 Delegated by right of command over the people to
whom it applies
 Assumes that employees have to be directed,
persuaded, and pushed into performance
 Employee orientation is obedience to and
dependence on one's boss
 Employees perform minimum required work and
get paid minimum wages
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 Autocratic Model
 Micromanagement: Immersion of a manager into
controlling the details of daily operations
 Acceptable when:
 No well-known alternatives are available
 Organization is under crisis

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 Custodial Model
 Designed to develop employee satisfaction and
security
 Success depends on economic resources
 Managerial orientation is toward money
 To pay wages and benefits
 Security needs is a motivating force
 Organizations must have wealth to provide
pension and other benefits

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 Custodial Model
 Drawbacks
 Leads to employee dependence on the
organization
 Employees become preoccupied with economic
rewards and benefits
 Leads to passive cooperation
 Most employees do not work to their full
capabilities

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 Supportive Model
 Originated from the principle of supportive
relationships by Rensis Likert
 Depends on leadership
 Management orientation is to support the
employee’s job performance
 Psychological result for employees is participation
and task involvement
 Employees are more motivated than earlier
models and their drive for work is enhanced
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 Supportive Model
 Theory versus practice
 Works well with both employees and managers
 Theory is difficult to put into practice
 Effective in affluent nations

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 Collegial Model
 Extension of the supportive model
 Team concept - Most useful with unscripted
work, intellectual environment, and considerable
job freedom
 Depends on partnership between management
and employees
 Leads to moderate enthusiasm

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 System Model
 Result of a strong search for higher meaning at
work
 Positive organizational behavior: Focuses on
identifying, developing, and managing
psychological strengths within employees
 Social intelligence: Strategic social awareness for
managers
 Dimensions - Empathy, presence, situational radar,
clarity, and authenticity

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 System Model
 Management’s role is facilitating employee
accomplishments
 Employees experience psychological ownership
and self-motivation
 Psychological ownership: Feeling of
possessiveness, responsibility, identity, and sense
of belongingness
 Stimulates passion and commitment to goals

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 Figure 2.5 - Facilitator Roles for
Managers in the System Model of OB

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 Conclusions about the Models
 Evolving usage - Depends on changing employee
needs and no model is effective in all situations
 Primary challenges
 Identify model currently being used
 Assess its current effectiveness
 Relation to human needs
 Models are closely related to human needs
 Each model built upon the accomplishments of
the other
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 Conclusions about the Models
 Increasing use of some models
 Trend toward newer models will continue as they
address employees' needs for esteem, autonomy,
and self-actualization
 Contingent use
 One model may be used most
 Appropriate uses will remain for other models
 More advanced models will have growing use

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 Conclusions about the Models
 Managerial flexibility
 Managers must identify their current behavioral
model
 Keep it flexible and current
 Paradigm rigidity should be avoided

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