Organizational Behavior

Done by: Mahra

Aaesha

Abeer

Sameera

Definition of organizational behavior

Organizational Behavior (OB):

is the study and application of knowledge about how People, Individuals, and groups act within the organizations.

Importance of organizational behavior

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Key elements of OB

People

Structure

Technology

Environment

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Organization

People

Technology

Structure Environme

nt

OB effectivness

Job satisfaction

Moods and emotions at work

Less turnover

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Providing feedback

Providing job training/coaching

Motivation

Theory X and Theory Y

Background

Douglas McGregor’s 1960 book,  The Human Side of Enterprise.

He asserted that social needs were just as important to workers as economics. 

Theory X Characteristics

Pessimistic view of employees

 Assume that employees dislike work

Assume that workers must be coerced into

pursuing the company’s goals

Threatens workers in order to get them to act

Theory Y Characteristics

Presents an optimistic view of the employees

Assume that employees take a voluntary, active interest 

Usually accept and often seek responsibility.

Use a high degree of imagination

Comparing Theory X and Theory Y

Theory X Theory YAssumptions dislikes work Enjoy work

Has no ambition

Employees are ambitions

Avoid responsibility

Usually accept and often seek responsibility.

Want to be directed

use a high degree of imagination

Management Style

Autocratic Democratic

Typically Used

Unskilled production work

Knowledge workers

The main models of OB

Autocratic

Custodial

Supportive

Collegial

Continue Custodial

Based on economic resources and money

Employee orientation is security and benefits

Employees psychological results depends on organization

Employee needs met is security

Performance result is not highly motivated

Autocratic

Based on power and authority

Employee orientation is obedience

Employees psychological results depends on boss

Employee needs met is subsistence

Performance result is minimum

Supportive

Based on leadership and support

The employee orientation is job performance

The employee psychological result depends on participation

Employee needs met is status and credit

The performance result is greatly motivated

Collegial

Based on partnership and teamwork

The employee orientation is responsible behavior

The employee psychological result depends on self discipline

Employee needs met is self actualization

The performance result is moderate enthusiasm

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Conclusion about the models

Relation of models to human needs

The five models are closely related to human needs and each models build upon the accomplishments of other .

Managerial flexibility

Managers need to identify their current behavioral model and must keep it flexible and current .

Contingent use of all models

The five models will continue to be used m but the more advanced model will have growing use as progress is made and employee expectation rise.

References

http://www.netmba.com/mgmt/ob/motivation/mcgregor/

http://www.expertprogrammanagement.com/2011/03/theory-x-and-theory-y/

http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf

http://www.scribd.com/doc/27057086/Definition-of-Organizational-Behavior