ORGANIZATIONAL BEHAVIOR SYSTEM

omardimarucot@yahoo.com 2
To understand:
 The Elements of an Organizational
Behavior System
 The Role of Management’s Philosophy
 Alternative Models of Organizational
behavior and Their Effects
 Trends in the Use of These Models
I N T R O D U C T I O N

All organizations achieve goals by 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 organization.
I N T R O D U C T I O N

Elements of an Organizational Behavior System
Management’s
Philosophy ● Values ● Vision ● Mission ● Goals
Organizational CultureFormal
Organization
Informal
Organization
Social
Environment
Leadership ● Communication ●
Group Dynamics
Quality of Work Life (QWL)
Motivation
Outcomes:
Performance
Employee satisfaction
Personal growth and development

 The philosophy (model) of organizational behavior held by
management consists and integrated set of assumptions
and beliefs about the way things are, the purpose for these
activities, and the way they should be.
 These philosophies are sometimes explicit, and occasionally
implicit, in the minds of manager.
 Five major organizational behavior philosophies includes
autocratic, custodial, supportive, collegial and system.

 We are committed to quality, cost-effectiveness,
and technical excellence.
 People should treat each other with consideration,
trust, and respect.
 Each person is valuable, is unique, and makes a
contribution.
 All employees should be unfailingly committed to
excellent performance.

• Teamwork can, and should, produce far more that
the sum of individual efforts. Team members must
be reliable and committed to the team.
• Innovation is essential.
• Open communications are important for attaining
success.
• Decision should be reached participatively.

 Fact premise are acquired through direct and
indirect lifelong learning and are very useful in
guiding our behavior.
 Value premise represent our views of the
desirability of certain goals and activities. Value
premises are variable beliefs we hold and are
therefore under our control.
Fact premise
Value premise

 The rules by which we make decisions about
right and wrong, should and shouldn't, good and
bad.
 They also tell us which are more or less
important, which is useful when we have to trade
off meeting one value over another.
http://changingminds.org/explanations/values/values_morals_ethics.htm

http://www.tesda.gov.ph/page.asp?rootID=2&sID=17&pID=10
Values Statement
We believe in demonstrated competence, institutional
integrity, personal commitment and deep sense of
nationalism.
(TESDA)

http://www.sec.gov.ph/
OUR VALUES
 INTEGRITY: We are morally upright, honest and sincere in our
private and public lives.
 PROFESSIONALISM: We consistently implement the law, provide
timely and accurate information to investors, and render efficient
and competent service to the public.
 ACCOUNTABILITY: We abide by prescribed ethical and work
standards in government service.
 INDEPENDENCE: We act without fear or favor, and render sound
judgment in the performance of our duties and responsibilities.
 INITIATIVE: We are strategic and forward-looking in the
fulfillment of our developmental and regulatory functions.
( Securities and Exchange Commission )

http://www.csc.gov.ph/cscweb/value.html
VALUES STATEMENT
The Commission, bound by its advocacy of genuine and ideal public
service, remains committed in the propagation of the highest
standards of integrity and organizational efficiency.
As public servants whose cause is to serve the people …
We recognize the value of gender-responsiveness on sustaining human
development.
We encourage the genesis of new ideas that lead to policies and
growth-enhancing work environments.
We espouse the philosophy of genuine selfless public service as the
true mark of performance and excellence.
WE OFFER OURSELVES TO THE CAUSE OF SERVING THE
PEOPLE, THEY DESERVE NO LESS.
( Civil Service Commission )

 It represents a challenging portrait of the
organization and its members can be – a possible,
and desirable future.
 Leaders need to create exciting projections about the
organization should go and what major changes lie
ahead.
 Once the vision is established, persistent and
enthusiastic communication is required to sell it
throughout the ranks of employees so they will
embrace it with commitment.

 The Tarlac State University (TSU) shall be a comprehensive
institution of excellence in higher education for total human
development.(TSU)
 ABS-CBN is the total information and entertainment company; a
leading player and center of creativity in Asia, and a major player
in the global market. (ABS-CBN)
 To be the Premier Countryside Financial Institution. (Green
Bank, Inc.)
 TESDA is the leading partner in the development of the Filipino
workforce with world-class competence and positive work values.
(TESDA)

 Identifies the business it is in, the market niches it tries to
serve, the types of customer it is likely to have, and the
reasons for its existence.
 It even includes a brief listing of the competitive
advantages, or strengths, that the firm believes it has.
 It is more descriptive and less future-oriented than vision.
 Need to be converted to goal to become operational and
useful.

TESDA provides direction, policies, programs and
standards towards quality technical education
and skill development.
Mission of TESDA
The Tarlac State University (TSU) is committed to
develop, promote, and sustain quality and relevant
programs in higher education for people empowerment,
professional development, and global competitiveness.
Mission of TSU

To fulfill our pivotal role in shaping the Filipino people's
consciousness through information and entertainment
programs that adhere to world class standards.
To diversify and expand into new business ventures which
include animation, post-production, theater operations, theme
parks, international movie joint ventures, audio production,
licensing and merchandising, and other information and
entertainment-related
Mission ABS-CBN

To provide fast customer-driven products and services
that exceeds client expectation efficiently and
effectively;
To care for the highly motivated staff by constantly
seeking better competencies for them through strategic
alliances and through a competitive compensation and
benefits package.
Mission of Green Bank, Inc.

 Goals are relatively concrete formulations of
achievements the organization is aiming for within
set periods of time, such as one to five years.
 Goal setting is a complex process, for top
management’s goals need to be merged with those
of employees, who bring their psychological, social,
and economic needs with them to an organization.

To establish good business relationships with our clients by
the end of 2010.
To keep client complaints down to no more than 5
complaints per month.
To build a professional and effective team that will support
& deliver Service Level Agreements with clients.
To ensure a 95% uptime service quality level is maintained
for the computing environment for the entire year of 2006,
while staying within budget.
MANAGING EMPLOYEE PERFORMANCE

Models of Organizational Behavior

The basis of this model is
power with a managerial
orientation of authority.
Those who are in
command must have the
power to demand “you do
this – or else”
http://www.nwlink.com/~donclark/leader/leadob.html

The employees in turn are oriented
towards obedience and dependence
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 as caused by micromanagement.
Micromanagement – a natural pattern of autocratic
managers – is the immersion of a manager into
controlling the details of daily operations.
Employees typically detest a micromanager, with the
result being low morale, paralyzed decision making
due to fear of being second-guessed and high turn-
over.

Useful:
Acceptable approach to guide managerial
behavior when there were no well-known
alternatives.
Useful under some extreme conditions such as
organizational crises.

The employees in
turn are oriented
towards security and
benefits and
dependence on the
organization.
The basis of this model is economic resources
with a managerial orientation of money.

The employee need that is met
is security.
Employee feel with reasonable
contentment.
Most employees are not
producing anywhere near their
capacities.
The performance result is
passive cooperation.

The employees in turn are oriented towards
job performance and participation.
The basis of this
model is
leadership with a
managerial
orientation of
support.

Psychological result is a feeling of participation
and task involvement in the organization.
Employees may say “we” instead of “they”
Employees are strongly motivated because
their status and recognition needs are better
met, thus they have awakened drive for work.

The basis of this model is partnership with a
managerial orientation of teamwork.
The result is that the employees feel needed
and useful.

The employees in turn
are oriented towards
responsible behavior 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 enthusiasm in
performance.

 Employees want a work context that is ethical,
infused with integrity and trust and provide an
opportunity to experience a growing sense of
community among co-workers.
 There is spirituality at work - the desire for
employees to know their deepest selves better, to
grow personally, to make a meaningful
contribution to society, and to demonstrate
integrity in every action taken.

 Managers must increasingly demonstrate a sense of
caring and compassion, being sensitive to the needs
of the diverse workforce.
 This model reflects the values underlying positive
organizational behavior, where managers focus
their attention on helping employees develop
feelings of hope, optimism, self-confidence,
empathy, trustworthiness, esteem, courage, and
resiliency.

 Managers at all levels needs to display two key
ingredients:
1. Authenticity – the demonstrated ability to
open themselves up to others by being
transparent, while “walking the talk” of the
underlying values.
2. Social intelligence.

Five Dimensions of Social Intelligence
1. EMPATHY – appreciation for and connectedness with
others.
2. PRESENCE – projecting self-worth in one’s bearing.
3. SITUATIONAL RADAR – ability to read social situations
and respond appropriately.
4. CLARITY – using language effectively to explain and
persuade.
5. AUTHENTICITY - being “real” and transparent, while
projecting honesty.
Karl Hans Albrecht
Karl Hans Albrecht is a German entrepreneur who founded the discount
supermarket chain Aldi with his brother Theo. As of October 2012, Albrecht is
listed as one of the richest people in the world with an estimated net worth of
US$22.6 billion.

 Managers try to convey to each workers;

 Support employee commitment to short- and long-
term goals.
 Coach individuals and groups in appropriate skills
and behaviors.
 Model and foster self-esteem.
 Show genuine concern and empathy for people.
 Offer timely and acceptable feedback.

 Influence people to learn continuously and share
that learning with others.
 Help individuals identify and confront issues in
ethical ways.
 Stimulate insights through interviews, questions,
and suggestions.
 Encourage people to feel comfortable with change
and uncertainty.
 Build cohesive, productive work teams

 Employees embrace the goal
of organizational effectiveness
and recognize the mutuality of
company-employee obligation.
 It creates a sense of
psychological ownership for
the organization and its
product services.

 The highest-order needs (e.g.
social, status, esteem, autonomy,
and self-actualization) are met.
 Engender employees’ passion
and commitment to
organizational goals.
 Employees go beyond the self-
discipline and reach a state of self-
motivation.

Autocratic Custodial Supportive Collegial System
Basis of model Power
Economic
resources
Leadership Partnership
Trust,
community,
meaning
Managerial
orientation
Authority Money Support Teamwork
Caring,
compassion
Employee
orientation
Obedience
Security and
benefits
Job
performance
Responsible
behavior
Psychological
ownership
Employee
psychological
result
Dependence
on boss
Dependence
on
organization
Participation Self-discipline
Self-
motivation
Employee
needs met
Subsistence Security
Status and
recognition
Self-
actualization
Wide range
Performance
result
Minimum
Passive
cooperation
Awakened
drives
Moderate
enthusiasm
Passion and
commitment
to
organizational
goals

Evolving Usage
 Manager/Organization use the models tends to
evolve over time.
 There is no one permanently “best’ model.
 Primary challenge to management is to identify the
model it is actually 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.

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 the employees needs for
esteem, autonomy and self-actualization.

Contingent Use of All Models
 Though one model may be most used at any
given time, some appropriate uses will
remain for other models.
 The five models will continue to be used, but
the more advanced models will have growing
use as progress is made and employee
expectations rise.

Managerial Flexibility
 Managers need to identify their current
behavioral model and must keep it flexible and
current.
 Managers need to read, to reflect, to interact
with others, and to be receptive to challenges to
their thinking from their colleagues and
employees.

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ORGANIZATIONAL BEHAVIOR SYSTEM

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