CHAPTER 2

MODELS of
ORGANIZATIONAL
BEHAVIOUR
Presented by: Reyes, Maria Llen E.
Chapter Objectives
TO UNDERSTAND
1. The Elements of an Organizational
Behavior System
2. The Role of Management's Philosophy
and Paradigms
3. Alternative Models of Organizational
Behavior and Their Effects
4. Trends in the Use of These Models
Figure 2.1
it is an integrated set of assumptions
and beliefs about the way things are
of the organization, the purpose for
there activities, and the way they
should be.
Selected Elements of a Philosophy Statement
 We are committed to quality, cost-effectiveness, trust and
respect.
 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 effects. Team members must be reliable and committed
to the team.
 Innovation is essential
 Open communications are important for attaining success
 Decisions should reached participatively
2 SOURCES of the philosophy of
organizational behavior
Represents a challenging portrait of
what the organization and its
members can be - a possible, and
desirable, future.
a statement which identifies the
business it is in, the market it tries to
serve, the types of customers it is
likely to have, and the reasons for its
existence.
are relatively concrete formulations of
achievements the organization is
aiming for within set periods of time.
Vision is a stretching version of
mission, and goals provide a way to
pinpoint targets for achieving that
mission.

Philosophy is most general;

Goals are most specific
AUTOCRATIC
MODEL
CUSTODIAL
MODEL
COLLEGIAL
MODEL
SUPPORTIVE
MODEL
SYSTEM
MODEL
 Facilitator Roles for Managers in the System Model of OB
 Support employee commiment to short - and long term goals
 Coach individuals and groups in appropriate skills and
behaviours
 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 abd confront issues in ethical ways
 Stimulate insights through interviews, questions ans
suggestions
 Encourage people to feel comfortable with change and
uncertainty
 Build cohesive, productive work teams
FIVE MODELS of Organizational Behavior
Social Intelligence - Strategic Social Awareness

Five Dimensions of Social Intelligence

1. EMPATHY - appreciation for, and connectedness with, others

2. PRESENCE - projecting self-worth in one's bearing
3. SITUATIONAL RADAR - ability to read social situations
and respond appropriately
4. CLARITY - using language effectively to explain and persuade
5. AUTHENCITY - being “real” and transparent, while
projecting honesty.
CONCLUSIONS about the MODELS

1. Evolving Usage

2. Relation of Models to Human Needs

3. Increasing Use of Some Models

4. Contingent Use of All Models

5. Managerial Flexibility
SUMMARY
Every firm has an organizational behaviour
system. It includes organization's stated or
unstated PHILOSOPHY, VALUES, VISION,
MISSION and GOALS; the quality of leadership,
communication, and group dynamics; the
nature of both the FORMAL and INFORMAL
organization; and the influence of the SOCIAL
ENVIRONMENT. These items combine to create
a culture in which the personal attitudes of the
employees in situational factors can produce
motivation and goal achievement.
SUMMARY
Five models of organizational behaviour are
the AUTOCRATIC, CUSTODIAL, SUPPORTIVE,
COLLEGIAL and SYSTEM. The supportive,
collegial, and system models are more
consistent with contemporary employee needs
and, therefore, will predictably obtain more
effective results in many situations. Managers
needs to examine the model they are using,
determine whether it is the approriate one,
and remain flexible in their use of alternative
and emerging models