Prepared by
Name: Khaled Aljneibi
ID: 201330257
Definition of Organizational Behavior
Organizational Behavior is the study and application of knowledge about how
people as individual or as groups act within organizations.
OB is like a tool, by which the mgt. teams are understood or justified the nature
of employees and take an appropriate decision to lead the organization
purport.
OB is valuable for examining the dynamics of relationships with the small groups,
both formal teams and informal groups.
Goals of Organizational Behavior
Describe: The first goal is to describe, systematically how people behave under
a variety of conditions. Achieving this goal allows managers to communicate
about human behavior at work using a common language.
Understand: A second goal is to understand any people behave as they do. The
managers would be frustrated if they could talk about behavior of their
employees, but not understand the reasons behind those actions.
Predict: The managers would have capacity to predict which employees might
be dedicated and productive or which ones might have absent, cause
problem. And thus the managers could take preventive actions.
Control: The final goal of OB is to control and develop some human activity at
work. Since managers are held responsible for performance outcome, they are
vitally interested in being able to make an impact on employee behavior, skill
development, team effort, and productivity. Managers need to be able to
improve results through the actions they and their employees take, and
organizational behavior can aid them in their pursuit of this goal.
Elements of Organizational Behavior
People: People make up the internal social system in the organization. They
consist of individuals and groups. Groups may be large or small, formal and
informal, official or unofficial. Human organization changes every day. People
are living, thinking and feeling beings that created the organization and try to
achieve the objectives and goals.
Structure: Structure defines the formal relationship and use of people in the
organization. Different people in an organization are given different roles and
they have certain relationship with others. Those people have to be related in
some structural way so that their work can be effectively coordinated.
Technology: The technology imparts the physical and economic conditions
within which people work. With their bare hands people can do nothing. So they
are given assistance of building, machines, tools, processes and resources. The
nature of technology depends very much on the nature of the organization,
influences the work or working conditions.
Social System: Social system provide external environment within which
organization operates. A single organization cannot exist alone. It is a part of the
whole. A single organization cannot give everything and therefore there are
many other organizations. All these organizations influence each other.
Concepts of Organizational Behavior
Individual differences:
Every individual in the world is different from others. This idea is supported by
science. Each person is different from all others, probably in million ways, just as
each persons DNA profile is different.
The idea of individual difference comes originally from psychology. From the
day of birth, each person is unique, and individual experiences after birth tend
to make people even more different.
Perception:
Peoples perceptions are also differ when they see an object. Two people can
differently present a same object. And this is occurring for their experiences. A
person always organizes and interprets what he sees according to his lifetime of
experience and accumulated value.
Employees also see work differently for differ in their personalities, needs,
demographics factors, past experiences and social surrounding.
A whole person:
An employees personal life is not detached from his working life. As an
example, A women who attend the office at 8:30 AM is always anxious for her
childrens school time (if her children able to attend the school or not). As a
result, its impact falls on her concentration that means her working life. For this
reason, we cannot separate it. So manager should treat an employee as a
whole person.
Motivated behavior:
An employee has so many needs inside him. So, they want to fulfill those needs.
Thats why; they had to perform well in the organization. Some motivations are
needed to enrich the quality of work. A path toward increased need fulfillment
is the better way of enriches the quality of work.
Desire for involvement:
Every employee is actively seeking opportunities at work to involve in decision-
making problems. They hunger for the chance to share what they know and to
learn from the experience. So, organization should provide them a chance to
express their opinions, ideas and suggestion for decision-making problem. A
meaningful involvement can bring mutual benefit for both parties.
Value of the person:
An employee wants to be treated separately from other factor of production
(land, capital, labor). They refuse to accept the old idea that they are simply
treated as economic tools because they are best creation of almighty Allah. For
this reason, they want to be treated with carrying respect, dignity and other
things from their employers and society.
The nature of organization
There are two assumptions as to nature of organization.
Social Systems:
Organizations are social systems and governed by social and
psychological laws. They have social roles and status. Their behavior
influenced by their groups individual drives. Organization environment in
a social system is dynamic. All parts of the system are interdependent.
Mutual interest:
In order to develop the organization behavior mutually of interest
organizations and people is necessary. Organizations need people and
people in tern need organizations. People satisfy their needs through
organization and organization accomplish their goal through people.
Ethics:
In order to attract and retain valuable employees in an era in which good
workers are constantly required away, ethical treatment is necessary. To
succeed, organization must treat employees in an ethical fashion. Every
Company is required to establish codes of ethics, publicized statements of
ethical values, provided ethics training, rewarded employees for notable ethical
behavior, publicized positive role models, and set up internal procedures to
handle misconduct.
Models of Organizational Behavior
Autocratic Model
The autocratic model depends on power. Those who are in command must
have the power to demand you do this-or else, meaning that an employee
who does not follow orders will be penalized.
In an autocratic environment the managerial orientation is formal, official
authority. This authority is delegated by right of command over the people to it
applies.
Under autocratic environment the employee is obedience to a boss, not
respect for a manager.
The psychological result for employees is dependence on their boss, whose
power to hire, fire, and perspire them is almost absolute.
The boss pays minimum wages because minimum performance is given by
employees. They are willing to give minimum performance-though sometimes
reluctantly-because they must satisfy subsistence needs for themselves and their
families. Some employees give higher performance because of internal
achievement drives, because they personally like their boss, because the boss is
a natural-born leader, or because of some other factor; but most of them give
only minimum performance.
The Custodial Model
A successful custodial approach depends on economic resources.
The resulting managerial orientation is toward money to pay wages and
benefits.
Since employees physical needs are already reasonably met, the employer
looks to security needs as a motivating force. If an organization does not have
the wealth to provide pensions and pay other benefits, it cannot follow a
custodial approach.
The custodial approach leads to employee dependence on the organization.
Rather than being dependence on their boss for their weekly bread, employees
now depend on organizations for their security and welfare.
Employees working in a custodial environment become psychologically
preoccupied with their economic rewards and benefits.
As a result of their treatment, they are well maintained and contended.
However, contentment does not necessarily produce strong motivation; it may
produce only passive cooperation. The result tends to be those employees do
not perform much more effectively than under the old autocratic approach.
The Supportive Model
The supportive model depends on leadership instead of power or money.
Through leadership, management provides a climate to help employees grow
and accomplish in the interests of the organization the things of which they are
capable.
The leader assumes that workers are not by nature passive and resistant to
organizational needs, but that they are made so by an inadequately supportive
climate at work. They will take responsibility, develop a drive to contribute, and
improve themselves if management will give them a chance. Management
orientation, therefore, is to support the employees job performance rather than
to simply support employee benefit payments as in the custodial approach.
Since management supports employees in their work, the psychological result is
a feeling of participation and task involvement in the organization. Employee
may say we instead of they when referring to their organization.
Employees are more strongly motivated than by earlier models because of their
status and recognition needs are better met. Thus they have awakened drives
for work.
The Collegial Model
A useful extension of the supportive model is the collegial model. The term
collegial relates to a body of people working together cooperatively.
The collegial model depends on managements building a feeling of
partnership with employees. The result is that employees feel needed and useful.
They feel that managers are contributing also, so it is easy to accept and
respect their roles in their organization. Managers are seen as joint contributors
rather than as bosses.
The managerial orientation is toward teamwork. Management is the coach that
builds a better team
The employees response to this situation is responsibility. For example
employees produce quality work not because management tells them to do so
or because the inspector will catch them if they do not, but because they feel
inside themselves an obligation to provide others with high quality. They also feel
an obligation to uphold quality standards that will bring credit to their jobs and
company.
The psychological result of the collegial approach for the employee is self-
discipline. Feeling responsible, employees discipline themselves for performance
on the team in the same way that the members of a football team discipline
themselves to training standards and the rules of the game.
In this kind of environment employees normally feel some degree of fulfillment,
worthwhile contribution, and self-actualization, even though the amount may
be modest in some situation. This self-actualization will lead to moderate
enthusiasm in performance.
The System Model
An emerging model of organization behavior is the system model. It is the result
of a strong search for higher meaning at work by many of todays employees;
they want more than just a paycheck and job security from their jobs. Since they
are being asked to spend many hours of their day at work, they want a work
context there that is ethical, infused with integrity and trust, and provides an
opportunity to experience a growing sense of community among coworkers.
To accomplish this, managers must increasingly demonstrate a sense of caring
and compassion, being sensitive to the needs of a diverse workforce with rapidly
changing needs and complex personal and family needs.
In response, many employees embrace the goal of organizational effectiveness,
and reorganize the mutuality of company-employee obligations in a system
viewpoint. They experience a sense of psychological ownership for the
organization and its product and services.
They go beyond the self-discipline of the collegial approach until they reach a
state of self-motivation, in which they take responsibility for their own goals and
actions.
As a result, the employee needs that are met are wide-ranging but often
include the highest-order needs (e.g., social, status, esteem, autonomy, and self-
actualization).
Because it provides employees an opportunity to meet these needs through
their work as their work as well as understand the organizations perspectives,
this new model can engender employees passion and commitment to
organizational goals. They are inspired; they feel important; they believe in the
usefulness and viability of their system for the common good.
