Chapter Objectives To understand: • The elements of an organizational behavior system • The role of management’s philosophy and paradigms • Alternative models of organizational behavior and their effects • Trends in the use of these models
An Organizational Behavior System An organizational behavior system is… • Purposely created and used • Regularly examined and updated Typical outcomes… • Performance • Employee satisfaction • Personal growth and development
Models of Organizational Behavior Managerial paradigms… • Influence managerial perceptions of the world • Define boundaries and for how to behave • Encourage resistance to change • Consciously or unconsciously affect one’s behavior New paradigms provide alternative ways of viewing the world and solving problems
The Autocratic Model Based on power and authority • Leads to tight control of employees • Is intensely disliked by many employees • Orientation is obedience to a boss • Psychological result is dependence • Useful for accomplishing work • Principal weakness is high human cost
The Custodial Model Designed to dispel employee insecurities, frustrations, and aggressions • In its worst form, is paternalism • Evolved from 1930’s welfare programs • Success depends on economic resources • Leads to dependence on the organization • Employees become psychologically preoccupied with economic rewards and benefits • Does not produce top productivity, motivation, or desire to grow
The Supportive Model Originated with the “principle of supportive relationships” • Sparked by Hawthorne studies • Depends on leadership, not power or money • Management orientation is to support the employee’s job performance • Supportive behavior does not require money • Works well with both employees and managers • Theory is difficult to put into practice • Especially effective in affluent nations
The Collegial Model An extension of the supportive model • Embodies a team concept • Most useful with unscripted work, intellectual environment, and considerable job freedom • Depends on partnership between management and employees • Managerial orientation is teamwork • Psychological result is self-discipline • Can produce moderate enthusiasm
Conclusions About the Models Increasing Use of Some Models • Trend toward supportive, collegial, and system models will continue • Top managers of giant, complex organizations cannot be authoritarian Contingent Use of All Models • One model may be used most • Some uses for other models will remain • More advanced models will have growing use
Conclusions About the Models Managerial Flexibility • Managers must identify their current behavioral model • It must be kept flexible and current • There is great danger is paradigm rigidity