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Chapter-2 Models of Organizational Behavior (Group-2)

This document presents a group project on models of organizational behavior. It begins with introducing the group members and their serial numbers, names, IDs, and marks. It is then presented to Md. Imran Hossain, Assistant Professor at Jagannath University's Department of Finance. The chapter objectives are outlined to understand elements of organizational behavior systems, management philosophies/paradigms, models of organizational behavior and their effects, and trends in model use. Five models are defined - autocratic, custodial, supportive, collegial, and system. Each model's characteristics, examples, and impacts on employees and management are described. The conclusion discusses evolving issues, relations of models to human needs, increasing/conting

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292 views

Chapter-2 Models of Organizational Behavior (Group-2)

This document presents a group project on models of organizational behavior. It begins with introducing the group members and their serial numbers, names, IDs, and marks. It is then presented to Md. Imran Hossain, Assistant Professor at Jagannath University's Department of Finance. The chapter objectives are outlined to understand elements of organizational behavior systems, management philosophies/paradigms, models of organizational behavior and their effects, and trends in model use. Five models are defined - autocratic, custodial, supportive, collegial, and system. Each model's characteristics, examples, and impacts on employees and management are described. The conclusion discusses evolving issues, relations of models to human needs, increasing/conting

Uploaded by

Sabbir
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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WELCOME TO OUR

PRESENTATION
CHAPTER-2

MODELS OF ORGANIZATIONAL BEHAVIOR


PREPARED BY

GROUP-2
SERIAL NO NAME ID MARKS
1 Lucky Saha B180203026
2 Umme Habiba Doel B180203034
3 Mahbuba Khatun B180203043
4 Shoma Islam Mim B180203075
5 Samira Huq B180203076
6 Rifat Mia B180203088
7 Ferdousi Akter B180203090
8 Abidah Akter Sarna B180203095
9 Rahmat Ullah Sarker B180203098
10 Khalid Mamud Emon B180203101
PREPARED FOR
Md. Imran Hossain
Assistant Professor
Department of Finance
Jagannath University
CHAPTER OBJECTIVE TO UNDERSTAND

 The Elements of an organizational behavior system.

 The Role of Management Philosophy and Paradigms.

 Alternative Models of organizational behavior and their effects .

 Trends in the use of this Models .

Organizations behavior or organizational behavior is the, “study of human

behavior in organizational settings, the interface between human behavior and

the organizations. Its principles are applied primarily in attempts to make

businesses operate more effectively.


ORGANIZATIONAL BEHAVIOR SYSTEM
All organizations achieve goals y 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 organizations.
ELEMENTS OF AN ORGANIZATIONAL BEHAVIOR SYSTEM
MODEL OF ORGANIZATIONAL BEHAVIOUR
Definition: Organizations differ in the nature of the system they develop and
maintain and in the results they achieve. It is highly important that managers
recognize the nature, significance, and effectiveness of their own models, as well
as the models of others around them.

McGregor's alternative sets of assumption about employees.


1. THEORY X
2. THEORY Y
THEORY X&Y
THEORY X
Theory x is a traditional set of assumptions about people. It assume that most
people dislike work and will try to avoid it if they can. Workers are seen as
being inclined to restrict work output, having little ambition, and avoiding
responsibility if at all possible.

THEORY Y
Theory y implies a more humanistic and supportive approach to managing
people. It assume that people are not inherently lazy. They have become that
way as a result of experience.
FIVE MODELS OF ORGANIZATIONAL BEHAVIOUR
Name of Five Models:
Autocratic
Custodial
Supportive
Collegial
System
DEFINATION OF AUTOCRATIC MODEL
Autocratic model is the model that depends upon strength, power and formal
authority. In an autocratic organization, the people (owners) who manage the
tasks in an organization have formal authority for controlling the employees
who work under them. These lower – level employees have little over the work
function. The autocratic model is also a detractor to job satisfaction and
employee morale. This is because employees do not feel valued and part of the
overall team. The autocratic model might be appropriate for some automated
factory situations, for most modern day organization.
CHARACTERISTICS
Autocratic Model:
Power and Authority
Morale values and Creativity
Communication and Interaction
Repressive Leadership type.
CUSTODIAL MODEL
In 1890 and 1900 many companies started the welfare programs for the
employees which known as paternalism. In 1930 these welfare programs
evolved in many fringe benefits to provide security to the employees which
resulted custodial model of organizational behavior.

Definition: The custodial model is based around the concept of providing


economic security for employees – through wages and other benefits –that will
create employee loyalty and motivation.
Custodial model mainly focuses on the financial reward accepts of being
employed by the organization
CHARACTERISTICS
Depends on Economical resources (Money).
Managerial Orientation is money.
Employee orientation is security and benefits.
Employee psychological result depends on organization.
Employee needs met is security.
Performance result is passive Cooperation.

EXAMPLE OF CUSTODIAL MODEL


Garments factory, because here it is based on economical resource. Here labor
execute their job for security and benefits, again here if an organization do well
then employees get better benefit.
THE SUPPORTIVE MODEL
Defination: The supportive model approach states that employees are self
motivated and have value and insight to contribute to the organization, beyond
their day to day role. It is built around the concept of leadership.
THE SUPORTIVE MODEL
Depends on leadership.
Managerial orientation is support.
Employee orientation is job and performance.
Employee psychological result is participation.
Employee needs met is status and recognition.
Performance result is awakened drives.

EXAMPLE OF THE SUPORTIVE MODEL


Software firm, because here leaders support their employee to perform their tasks or
their project.
THE COLLEGIAL MODEL
What is the College Model?
The term “collegial” relates to a body people working together cooperatively.
The collegial model is based around teamwork- everybody working as
colleagues(times the name of the model).

DEPENDS ON PARTNERSHIP
Supportive model of organization behavior .
Highly cooperative set of people.
Maintaining harmony among co-worker .
Job Freedom.
ROLE OF MANAGEMENT
Managerial orientation is teamwork.
Equal level of motivation, forces collectively .
Provide intellectual environment.

IMPACT OF EMPLOYEE
Self discipline .
Feeling responsible.
More aware about the overly purpose of their role.
Will Build a better corporate culture.
EXAMPLE OF COLLEGIAL MODEL
Social organization such as willingly blood donation organization “BADHON”
THE SYSTEM MODEL
What is system model?
An emerging model of organizational behavior is the system model. This model
emerged from the rigorous research to attain the higher level of meaning at
work.
THE SYSTEM MODEL
Under this model, people work to satisfy their self-actualization needs. They
look for challenge and meaning in their work and are not satisfied by mere
financial rewards. Employees do not see organization as different from
themselves.
 They go beyond self- discipline and self-motivation and work to create
organizational culture that serves as a benchmark for others.
Organizations take benefit of such employees and employees also view
organizations as a source of fulfillment of their needs.
AN ETHICAL ISSUE
What is an Ethical Issue?
A problem or situation that requires a person or organization to choose
between alternatives that’s must be evaluated as right(ethical) or wrong
(unethical). It was not a moral issue but an ethical issue and required a lot of
thought and planning to figure out a solution.

FIVE DIMENTION OF ETHICAL ISSUE


Empathy –appreciation for, and connectedness with others.
Presence –projecting self-worth in ones bearing.
Situational radar-ability to read social situations and respond appropriately.
Clarity-using language effectively to explain and persuade.
Authenticity-being “real’’ and transparent, While projecting honesty.
AN ETHICAL ISSUE
Under the system model, managers try to convince to each worker, “You are an
important part of our whole system. 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 and contribute to sustainability”. The role of a
manager becomes one of facilitating employee accomplishments through a
variety of action.
EXAMPLE OF COMMON ETHICAL ISSUE
 Unethical Leadership.

 Toxic Workplace Culture.

 Discrimination and Harassment.

 Unrealistic and Conflicting Goals.

 Questionable Use of Company technology .


CONCLUSION OF THE MODEL
Evolving Issues:
Understanding Human Behavior increases, we move somewhat slowly to newer
models.
Assuming one particular model is best is a mistake.
Eventually the supportive model may also fall in limited use.

Relations of Models to Human Needs:


New models have been developed only for the purpose of human needs.
These models generally increases efficiency by increasing human needs.
Assuming that emphasis on one model of organizational behavior is an automatic
rejection of other models.
CONCLUSION OF THE MODEL
Increasing use of some models:
Despite technological advancement top managers of giant organizations cannot
leave the traditional sense.
Many employees are not readily motivated toward creative and duties by
autocratic models.
Contingent use of all models:
Policies and way of life varies in organizations.
All five models will be continued to be used but the most advance model will
have growing use.
Role expectations of employees differ depending upon cultural history.
CONCLUSIONS OF THE MODEL
Managerial Flexibility:
Managers should identify their current behavior and keep it flexible.
Managers need to read, reflect to interact with others and to be respective.
THANK YOU

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