)) Tarlac State University Cale Ri ARH oe TRULEY GHAPTER 2: Ye ~ ORGANIZATION é i 4 BEHAVIOR 4 (Organizational, Behavior aw System) | F. |INTRODUCTION @ Chapter Objectives To understand: Q The Elements of an Organizational Behavior System The Role of Management’s Philosophy <* QO Alternative Models of Organizational behavior and Their Effects tr ac Trends in the Use of These Models “omardimar Soo .-Se @® Why Organizational Behavior System? All organizations achieve goals by creating, communicating and operating a system. Some systems are consciously created and regularly looked at and updated. The purpose of these systems is to help managers shift everything in the organization - people, technology, structure and environment - to get results, or outcomes for the organization.pak omer Mer aera etek CURE M eR Sv Elements of an Organizational Behavior System Management’s Formal Social Organization Environment Informal Organization Outcomes: * Performance ¢ Employee satisfaction © Personal growth and developmentElements of an Organiz SE RMB= Nek anh @ Philosophy of Organizational Behavior » The philosophy (model) of organizational behavior held by management consists and integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way they should be. * These philosophies are sometimes explicit, and occasionally implicit, in the minds of manager. + Five major organizational behavior philosophies includes autocratic, custodial, supportive, collegial and system.Elements of an Organiz CoE RMB ee Rer merch ne GS 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.Elements of an Orga: onal Behavior System {GS @ Selected Element of a Philosopiny Statement ° Teamwork can, and should, produce far more that 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.Elements of an Organiz onal Behavior System {iS @ 'wo sources of Philosophy Of Organizational Behavior O Fact premise are acquired through direct and indirect lifelong learning and are very useful in guiding our behavior. O Value premise represent our views of the desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under our control.pe MS ee CLP me Let eet Wy aaa @VALUES O The rules by which we make decisions about right and wrong, should and shouldn't, good and bad. O They also tell us which are more or less important, which is useful when we have to trade off meeting one value over another. Anip:liehanginainds oratexaianations/valvesivalues. mapoe ae Metre tt TPs Chetan @ Examples of Values Statements Values Statement We believe in demonstrated competence, institutional integrity, personal commitment and deep sense of nationalism. aS ee Ep Ree 07.993,09,3.0. 91. pn reese .Dpak ayer Mer eee Crk UMBC CEES cv @ Examples of Values Statements OUR VALUES y INTEGRITY: We are morally upright, honest and sincere in our private and public lives. v PROFESSIONALISM: We consistently implement the law, provide timely and accurate information to investors, and render efficient and competent service to the public. ¥ ACCOUNTABILITY: We abide by prescribed ethical and work standards in government service. Y INDEPENDENCE: We act without fear or favor, and render sound judgment in the performance of our duties and responsibilities. v INITIATIVE: We are strategic and forward-looking in the fulfillment of our developmental and regulatory functions. (Securities and Exchange Commission } ean AeLg)pak ayer tes cert w eed Ee eke @ Examples of Values Statements VALUES STATEMENT The Commission, bound by its advocacy of genuine and ideal public service, remains committed in the propagation of the highest standards of integrity and organizational efficiency. As public servants whose cause is to serve the people ... We recognize the value of gender-responsiveness on sustaining human development. We encourage the genesis of new ideas that lead to policies and growth-enhancing work environments. We espouse the philosophy of genuine selfless public service as the true mark of performance and excellence. WE OFFER OURSELVES TO THE CAUSE OF SERVE PEOPLE, THEY DESERVE NO LE:Elements of an Organiz ERM T Reka ho @visrton QIt represents a challenging portrait of the organization and its members can be — a possible, and desirable future. O Leaders need to create exciting projections about the organization should go and what major changes lie ahead. Q Once the vision is established, persistent and enthusiastic communication is required to sell it_. throughout the ranks of employees so_the L embrace it with commitment,_ :Elements of an Organiz nal Behavior System @ Examples of Vision Statements ¥ The Tarlac State University (TSU) shall be a comprehensive institution of excellence in higher education for total human development./TSU) ¥ ABS-CBN is the total information and entertainment company; a leading player and center of creativity in Asia, and a major player in the global market. (4BS-CBN) ¥ To be the Premier Countryside Financial Institution. (Green Bank, Inc.) ¥ TESDA is the leading partner in the development of the Filipino workforce with world-class competence and positive work (TESDA) OLELLOLO0pak amy Meer eee Crk CURB CMe R Sev @ MISSION oe Identifies the business it is in, the market niches it tries to serve, the types of customer 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. Need to be converted to goal to become operational and useful. irene hapElements of an Orga: onal Behavior System VUE, @ Examples of Mission Statements Mission of TESDA = TESDA provides direction, policies, programs and standards towards quality technical education and skill development. Mission of TSU ® The Tarlac State University (TSU) is committed to develop, promote, and sustain quality and relevant programs in higher education for people empower e professional development, and global competitiElements of an nal Behavior @ Samples of Mission Statements Mission ABS-CBN © To fulfill our pivotal role in shaping the Filipino people's consciousness through information and entertainment programs that adhere to world class standards. © To diversify and expand into new business ventures which include animation, post-production, theater operations, theme parks, international movie joint ventures, audio production, licensing and merchandising, and other Ee and« entertainment-related OLELLOLOOElements of an Organizational Behavior System We ANY @ Samples of Mission Statements Mission of Green Bank, Inc. E To provide fast customer-driven products and services that exceeds client expectation efficiently and effectively; E To care for the highly motivated staff by constantly seeking better competencies for them through strategic alliances and through a competitive compensation and benefits package. inp NapeleElements of an Organizational Behavior System EPS @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 management’s goals need to be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization.Elements of an Organiz nal Behavior System @ Samples of Goals * To establish good business relationships with our clients by the end of 2010. + To keep client complaints down to no more than 5 complaints per month, + To build a professional and effective team that will support & deliver Service Level Agreements with clients. + To ensure a 95% uptime service quality level is maintained for the computing environment for the entire year of 2006, while staying within budget.Five (5) Models of Organizational Behavior System Model Model Collegial ALES 1) |& The basis of this model is power with a managerial orientation of authority. & Those who are in command must have the power to demand “you do this — or else”nizational Behavior @ autocratic Model i The employees in turn are oriented towards obedience and dependence on the boss. m The employee need that is met is subsistence. & The performance result is minimal.Peer tte tae) rhe t-y= @ autocratic Model & Its principal weakness is its high human cost especially as caused by micromanagement. | Micromanagement — a natural pattern of autocratic managers — is the immersion of a manager into controlling the details of daily operations. & Employees typically detest a micromanager, with the result being low morale, paralyzed decision making due to fear of being second-guessed and high turn-Models of Organizational Behavior @ autocratic Model ‘Useful: = Acceptable approach to guide managerial behavior when there were no well-known alternatives. & Useful under some extreme conditions such as organizational crises.Faeptbe ete kolee wk @ CUSTODIAL MODEL @ The basis of this model is economic resources with a managerial orientation of money. @ The employees in turn are oriented towards security and benefits and dependence on the organization. ‘Gmerdinanwscktyelvod:.coon. etReece tate Rms) rhe t-y= @ custodial ® The employee need that is met is security, ® Employee feel with reasonable ‘ contentment. ® Most employees are not | producing anywhere near their | capacities. af ® The performance result is passive cooperation.@ SUPPORTIVE MODEL © The basis of this model is leadership with a managerial orientation of support.Fibe Lesher PMB -()E helo @ Supportive © Psychological result is a feeling of participation and task involvement in the organization. © Employees may say “we” instead of “they” % Employees are strongly motivated because their status and recognition needs are better met, thus they have awakened drive for work.«Ge @ couse mona |. pF = The basis of this model is partnership with a managerial orientation of teamwork. = The result is that the employees feel needed and useful. “There is at least one important thing that cannot be done unless you do it”@ Collegial \ = The employees in turn are oriented towards responsible behavior and self-discipline. = The employee need that is met is self- actualization.ee Cue ay aelse rrr et Ems Pekar Ex @ Collegial ge = Employees normally feel some degree of fulfillment, worthwhile contribution, and self- actualization. = This self-actualization will lead to moderate enthusiasm in performance.Pere tate tae -C) eke p= @ SvSTEM MODEL .. want a work context that is ethical, ith integrity and trust and provide an opportunity to experience a growing sense of community among co-workers. QO There is spirituali - the desire for employees t selves better, to grow personally, to make a meaningful contribution to society, and to demonstrate~ integrity in every action taken. neReece tate tae C ® system O Managers must increasingly demonstrate a sense of caring and compassion, being sensitive to the needs of the diverse workforce. Q This model reflects the values underlying positive s focus their attention on helping employees develop feelings of hope, optimism, self-confidence, empathy, trustworthiness, esteem, courage, and resiliency. aModels of Organizational Behavior @ system Model O Managers at all levels needs to display two key ingredients: 1. ‘Authenticity — the demonstrated ability to open themselves up to others by being transparent, while “walking the talk” of the underlying values.Reeth EE UER rose OMe Cees @ system Model 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, §. AUTHENTICITY - being “real” and transparent, while projecting honesty. Karl Hans Albrecht Karl Hans Albrecht is a One roma em eee discountPerc ee tate tae -C @ system Model O Managers try to convey to each workers; “You are an important part of our whole system. We sincerely care about each of you. We want to join together to achieve a better product or service, local community, and society at large. We will make every effort to make products that are environmentally friendly”.Models of Organizational Behavior @ system Model Facilitators Roles for Managers in the System Model of Organizational Behavior » Support employee commitment to short- and long- term goals. » Coach individuals and groups in appropriate skills and behaviors. Model and foster self-esteem. Show genuine concern and empathy for people. Offer timely and acceptable feedback. VV Vv LUioLo0Pee tate te) eke keys @ system Model Facilitators Roles for Managers in the System Model of Organizational Behavior » 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. ‘g * Build cohesive,@ system Model Q Employees embrace the goal of organizational effectiveness and recognize the mutuality of company-employee obligation. Q It creates a sense of psychological ownership for the organization and its product services.Models of Organizational Behavior @ system Model Q Employees go beyond the self- discipline and reach a state of self- motivation. QO The highest-order needs (e.g. social, status, esteem, autonomy, and self-actualization) are met. , a . I: 504! Q Engender employees’ passion Gdn" and commitment to - organizational goals.Cater PB LTE} @ Five (5) Models of Organizational Behavior System Udi Custodial Economic resources Basis of model | Power Leadership | Partnership | community, meaning Caring, Managerial Authority Money Support Teamwork orientation compassion Employee | oy caience [Security and [Job Responsible _ | Psychological orientation = benefits performance _| behavior ownership Employee Dependence paychological |DePendenee | ay, Participation |Self-disciptine [5° : ‘on boss es motivation result organization Employee ai akg 3 Status and Self- * nectis et {Subsistence | Security reaintiaa Wide range Passion a Performance | 4951; Passive Awakened inimum result cooperation | drivesModels of Organizational Behavior Ex @ Conclusion about the Models % Evolving Usage *% Relation of Models to human Nesds % Inqeasing Use of Some Models % Contingent Use of All Models ® Managerial FlesdbilityModels of Organizational Behavior @ Conclusion about the Models ® Evolving Usage Manager/Organization use the models tends to evolve over time. There is no one permanently “best’ model. Primary challenge to management is to identify the model it is actually using and then assess current effectiveness.Models of Organizational Behavior Ex @ Conclusion about the Models ® 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.Models of Organizational Behavior @ Conclusion about the Models (inet Q The trend toward the supportive, collegial and system models will probably continue. Q Only these newer models can offer the satisfaction of the employees needs for esteem, autonomy and self-actualization. Dee napetayeModels of Organizational Behavior Ex @ Conclusion about the Models t-} Contingent Use of All Models = Though one 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 empiyes expectations rise. \.nizational Behavior @ Conclusion about the Models Managerial Flexibility vY Managers need to identify their current behavioral model and must keep it flexible and current, v¥ Managers need to read, to reflect, to interact with others, and to be receptive to challenges to their thinking from their colleagues and employees.