Models of Organizational Behaviourlogo

8/13/2019 Models of Organizational Behaviourlogo

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MID SEM ASSIGNMENT

SUBMITTED TO: ASSO.PROF.A SRINIVASA RAO

SUBMITTED BY: ITEE GUPTA


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Introduction

Elements of Organizational Behaviour

Objective

Importance of Organizational Behaviour Models of Organizational Behaviour

Comparative Analysis

Conclusions

Summary

References


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London Business School defines

Organisational behaviour (OB) seeks to understand howwe can best do this. The OB group aims to provide highimpact scholarship and teaching, leading to a better

understanding of human behaviour in organisations.

Stephen P Robins defines

Organizational behaviour as a systematic study of theactions and attitudes that people exhibit withinorganizations.


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The key elements in the organisational behaviour

are :

1. People

2. Structure

3. Technology

4. Environment


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People

People make up the internal and social system of theorganisation. They consist of individuals and groups. The

groups may be big or small; formal or informal; official orunofficial. Groups are dynamic and they work in theorganisation to achieve their objectives.


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Structure

Structure defines the formal relationships of the people inorganisations. Different people in the organisation areperforming different type of jobs and they need to be(elated in some structural way so that their work can beeffectively co-ordinated.


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Technology

Technology such as machines and work processes providethe resources with which people work and affects the tasks

that they perform. The technology used has a significantinfluence on working relationships. It allows people to domore and work better but it also restrictspeople in various

ways.


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Environment

All organisations operate within an external environment.It is the part of a larger system that contains many otherelements such as government, family and otherorganisations. All of these mutually influence each other ina complex system that creates a context for a group ofpeople.


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Our main motive to study Organizational Behaviour islisted as below

To describe human behaviour

To understand behaviour To predict behaviour

To modify and control behaviour

OB is concerned with describing, understanding, predicting,shaping, modifying, identifying and controlling human

behaviour- individual or group- in an organization.


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Most organizational problems are human problems and

can be brought to an end by understanding humans.

Helps analyze complex nature of humans at work,understands workforce and cultural diversity to improve

performance

Avoids assumptions about people and suggest rightapproach to manage them


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Prevents/minimizes unexpected events, improves

productivity, reduces wastages

Easily exercises motivation, leadership communication and

supervision activities.

Contributing disciplines Anthropology, psychology,

sociology, social psychology, political science, economics,IT


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Autocratic Model

Custodial Model

Supportive Model

Collegial Model

Note: These models are described in further slides


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The basis of this model is power with a managerialorientation of authority.

Those who are in command must have the power todemand "you do this - or else

The employees in turn are oriented towards obedience anddependence on the boss.

The employee need that is met is subsistence.

The performance result is minimal.

Its principal weakness is its high human cost especially ascaused by micromanagement.


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Micromanagementa natural pattern of autocratic managers isthe immersion of a manager into controlling the details of dailyoperations.

Employees typically detest a micromanager, with the resultbeing low morale, paralyzed decision making due to fear of

being second-guessed and high turn-over.

Useful

o Acceptable approach to guide managerial behavior whenthere were no well-known alternatives.o Useful under some extreme conditions such as

organizational crises


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The basis of this model is economic resources with amanagerial orientation of money.

The employees in turn are oriented towards security andbenefits and dependence on the organization.

The employee need that is met is security.

Employee feel with reasonable contentment.

Most employees are not producing anywhere near theircapacities.

The performance result is passive cooperation.


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The basis of this model is leadership with a managerialorientation of support.

The employees in turn are oriented towards jobperformance and participation.

Psychological result is a feeling of participation and taskinvolvementin the organization.

Employees may say weinstead of they.

Employees are strongly motivated because their statusand recognition needs are better met, thus they haveawakened drive for work.


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The basis of this model is partnership with a managerialorientation of teamwork.

The result is that the employees feel needed and useful.

The employees in turn are oriented towards responsiblebehavior and self-discipline.

The employee need that is met is self-actualization.

Employees normally feel some degree of fulfillment,worthwhile contribution, and self-actualization.

This self-actualization will lead to moderate enthusiasmin performance.


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Conclusions are drawn on the basis of factors listedbelow:

o Evolving Usage

o Relation of Models to Human Needs

o Increasing Use of Some Models

o Contingent Use of All Models

o Managerial Flexibility


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Evolving Usage

Manager/Organization use the models tends to evolve overtime.

There is no one permanently bestmodel.

Primary challenge to management is to identify the modelactually using and then assess its current effectiveness.

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.


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Relation of Models to Human Needs

The four models are closely related to human needs.

Each model is build upon the accomplishments of the other.

Increasing Use of Some Models

The trend toward the supportive, collegial and system models

will probably continue.

Only these newer models can offer the satisfaction of theemployees needs for esteem, autonomy and self-actualization.


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Contingent Use of All Models

Though one model may be most used at any given time,some appropriate uses will remain for other models.

Finally,

The four models will continue to be used, but the more

advanced models will have growing use as progress is madeand employee expectations rise.


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Although there are four separate models, almost noorganization operates exclusively in one. There will usuallybe a predominate one, with one or more areas over-lappingin the other models. The first model, autocratic, has itsroots in the industrial revolution.

The managers of this type of organization operate mostlyout of McGregor's Theory X. The next three models beginto build on McGregor's Theory Y. They have each evolvedover a period of time and there is no one best model. Inaddition, the collegial model should not be thought as the

last or best model, but the beginning of a new model orparadigm.


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Importance of OB in Todays ScenarioProvides a road map to our lives in an organization.Helps us influence organizational events.Helps an individual to understand him/herself and othersbetter.

Help the manager to understand basis of motivation.Useful for maintaining cordial industrial relations. Usedin the field of marketing.Career in management and people skills.Motivation towards higher productivity and betterresults.Organization behaviour is an essential tool for managingeffective team.Field of OB uses scientific research to help us understandand predict organizational life.


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1. http://expertscolumn.com/content/what-organizational-behaviour-and-its-definition. Missing or empty|title= (help)

2. Lillian Margaret Simms, Sylvia Anderson Price, Naomi E. Ervin(1994). The professional practice of nursing administration.p.121.

3. Michael I. Reed (1985). Redirections in organizational analysis.p.108.

4. Hughes, H. P. N., Clegg, C. W., Robinson, M. A., & Crowder, R.M. (2012). Agent-based modelling and simulation: Thepotential contribution to organizational psychology. Journal ofOccupational and Organizational Psychology, 85(3), 487502. http://dx.doi.org/10.1111/j.2044-8325.2012.02053.x

5. London Business School
http://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://en.wikipedia.org/wiki/Help:CS1_errorshttp://dx.doi.org/10.1111/j.2044-8325.2012.02053.xhttp://dx.doi.org/10.1111/j.2044-8325.2012.02053.xhttp://dx.doi.org/10.1111/j.2044-8325.2012.02053.xhttp://dx.doi.org/10.1111/j.2044-8325.2012.02053.xhttp://dx.doi.org/10.1111/j.2044-8325.2012.02053.xhttp://en.wikipedia.org/wiki/Help:CS1_errorshttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definitionhttp://expertscolumn.com/content/what-organizational-behaviour-and-its-definition


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