THEORITICAL

PERSPECTIVE OF
ORGANIZATIONAL
BEHAVIOR
 4 goals of organizational behavior

Describe Understand
To describe systematically how TO understand why people
people behave under a variety behave as they do
of conditions

Predict Control
To predict future employee To control human activity at
behavior work
 Fundamental Concepts
The nature of people

Individual differences Each people in the world are individually different.

Perception People look at the world and see things differently.

A whole person Organizations employ a whole person rather than certain

characteristics.

Motivated Behavior Motivation is essential to the operation of a organization.

Desire for Involvement Employee seeks opportunity at work to involve in decisions.

Value of the person People deserve to be treat differently from other factor of production.
The nature of organizations

01 Social systems
Organizations are social systems

02 Mutual Interest
Organization needs people and people needs organizations

03 Ethics
Organization must treat employees in an ethical fashion.
 Five Models of Organizational
Behavior
No Item Autocracy Custodial Supportive Collegial System
. Model Model Model Model Model
Basic Of Model Power Economic Leadership Partnership Trust,
Resources Community,
Understanding
1 Managerial Authority Money Support Teamwork Caring,
Orientation Compassion

2 Employee Obedience Security Benefit Performance Responsible Psychological

Orientation Ownership

3 Employee Dependance Dependence Participation Self-discipline Self-motivation

Psychological On Boss On
Result Organization
4 Employee Subsistence Security Status Actualization Wide Range
Needs Met Recognition

5 Performance Minimum Passive Awakened Enthusiasm Passion,

Result Cooperation Drive Moderate Commitment To
Goal
The Autocratic model
The Autocratic model
 The root level of this model is power
with a managerial orientation of
authority.
 The employees in this model are
oriented towards obedience and
discipline.
 They are dependent on their boss. The
employee requirement that is met is
subsistence. The performance result is
less.
The Custodial Model

 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.

 It attracts and retains low performance

staff as well. Or perhaps even deliver a
lower level of motivation from some
staff who feel that they are “trapped” in
an organization because the benefits are
too good to leave.
 The Supportive Model
 It is not based upon control and
authority (the autocratic model) or upon
incentives (the custodial model), but
instead tries to motivate staff through
the manager-employee relationship and
how employees are treated on a day-to-
day basis.

 Quite opposite to the autocratic model,

this approach states that employees are
self-motivated and have value and
insight to contribute to the organization,
beyond just their day-to-day role.
 The Collegial Model
 The collegial model is based around
teamwork – everybody working as
colleagues.

 The overall environment and corporate

culture need to be aligned to this model,
where everybody is actively
participating – is not about status and job
titles – everybody is encouraged to work
together to build a better organization.

 The goal is to make the team perform

well overall, rather than focus on their
own performance, or the performance of
key individuals.
 The System Model

 In the system model, the organization

looks at the overall structure and team
environment, and considers that
individuals have different goals, talents
and potential.

 Individuals obviously want good

remuneration, job security, but also want
to work in a positive work environment
where the organization adds value to the
community and/or its customers.
 What Is Motivation?

• Derived from the word 'motive'. It denotes a person's needs, desires, wants or urges
• the process of motivating individuals to take action in order to achieve a goal
• Business people tend to develop certain motivational drives as a product of the cultural environment

Achievement Motivation A drive to accomplish objectives and get ahead

Affiliation Motivation A drive to relate to people effectively

Competence Motivation A drive to do high-quality work and develop one’s

skills

Power Motivation A drive to influence people and situations

 To understand to work attitudes of employes, managers need to understand the needs of
them. The main classification Of needs are:

Primary needs include:

1. Food
2. Water
3. Sex
4. Sleep &
5. Reasonalble comfortable Temperature

Secondary needs are not as defined as Primary needs because they represent the needs of
the mind & spirit. Mostly they:

 Are strongly conditioned by experience

 Vary in type and intensity among people
 Are subject to change across time within any individual
 Influence behavior
Two Models of Motivation::
 ORGANIZATIONAL BEHAVIOUR MODIFICATION

Organizational Behaviour Modification or is the application of the principles of behaviour

modification. OB Mod puts it main emphasis on rewards as they can motivate a person netter
than the alternative consequences to sustain behaviour. For alternative consequences are
implied keeping the power of APPLICATION & WITHDRAWL in managers use.

Positive Reinforcement Negative Reinforcement

Shaping: Punishment:

• Systemetic & Progressive • Adminstrated for unfavourable consequences that

discourages certain behaviours
• Encouraged for giving reinforcement for
behaviour in the desired direction • Doesn’t directly encourage unless the person is
clearly aware of alternatives.
For managers to become constant motivators, behavior modification is
necessary. Few general guidelines for B.M are:

 Identify the exact behavior to be modified.

 Make sure the expected behavior is within the employee’s capabilities
 Determine not only the rewards that employees value but also the
magnitude that would affect their behavior
 Clarify the connection between desired behaviour and rewards
 Use positive reinforcement whenever possible
 Leadership is the action of leading a group of people or an
organization.

 Successful leadership depends on appropriate behaviours,

Leadership
skills and actions, not personal traits.

 Leader’s role combine technical, human and conceptual

skills which, leaders apply in various organizational levels.
 The Path Model of Leadership

● The path model of leadership consist in two major roles:

1. Goal setting : Goal setting is the process of setting specific and attainable
targets for individuals or groups. It is a motivational technique. It helps the
employees to understand the business goals.

2. Path improvement : leaders engage in path support by helping employees

accomplish tasks, and here power and politics become important tools.
Leadership Style

Leaders apply different styles like “positive and

negative leaders”, “autocratic, participative and
free rein leaders” and “consideration and
structure”. The leader must first analyse the
situation and discover the key factors in the task,
employees or organisation that suggest which
style might be best.
 Supervision

 Supervisors are the point of direct contact with most employees.

The supervisors overall role is-

To communicate organizational needs, oversee employees

performance, provide guidance.

Support, identify development needs

Manage the reciprocal relationship between staff and the

organization so that each is successful.
EMPLOYEE ATTITUDES
&
THEIR EFFECTS
 3 MAJOR ATTITUDES

JOB
SATISFACTION

An employee's
overall evaluation of
their job and the
JOB extent to which they
INVOLVEMENT COMMITMENT
find it enjoyable and
The degree to rewarding.
which employees An employee's
identify with their identification
job and the with their
organization and involvement in NEPTUNE

are committed to the organization.

its goals
 EFFECTS OF EMPLOYEE ATTITUDE

Motivation & Interpersonal relationships Communication

performance

Turnover Organizational Customer VIOLENCE

culture satisfaction