ស៊ិន សុធា
បទពិសោធន៍៖ សាស្ត្រាចារ្យ
អ្នកគ្រប់គ្រង ម្ចាស់ហាង
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កម្រិតវប្បធម៏៖ អនុបណ្ឌិត
Sin So Thea
គ្រប់គ្រងអប់រំ អនុអនុបណ្ឌិត
ក្រុងប៉ោយប៉ែត
គ្រប់គ្រងធុរកិច្ច។ បន្ទាយមានជ័យ
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[AIA – PUBLIC]
Chapter Two: Models of
Organizational Behavior
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
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The Organizational Behavior System
•An Organizational Behavior (OB) System is created to achieve
organizational goals.
•It's a structured approach to managing the human and organizational
variables that affect results.
•Systems should be consciously created, regularly examined, and
updated to meet new conditions.
•The ultimate outcomes measured are:
• Performance: Quantity and quality of products, customer service.
• Employee Satisfaction: Lower absenteeism, turnover.
• Personal Growth: Lifelong learning and skill development
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Elements of the OB System
•The system rests on the philosophy of management—their beliefs
about how things are and should be.
•This philosophy is shaped by two types of premises:
• Fact Premises: Our descriptive view of the world, based on
behavioral science and personal experience. (e.g., "Gravity will
make this camera fall.")
• Value Premises: Our beliefs about the desirability of certain
goals and activities. (e.g., "I don't like this camera, so I'll throw
it.")
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Vision, Mission, and Goals
These elements are also key to the OB system.
Vision: A challenging, desirable future for the organization and its
members. It's an exciting projection that requires enthusiastic
communication to be embraced.
Mission: A statement identifying the business, market, customers,
and purpose of the organization. It's more descriptive and less
future-oriented than a vision.
Goals: Concrete, time-bound achievements the organization is
aiming for. They make the mission operational and must be
integrated at the individual, group, and organizational levels.
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The Integrated System
Philosophy and values shape the vision, mission, and goals.
Together, these elements create the organizational culture.
The formal organization (policies, structures) and the informal
organization (norms, relationships) bind the system.
Managers use leadership, communication, and knowledge of group
dynamics to create a positive quality of work life.
This leads to employee motivation, which, when combined with skills and
abilities, results in achieving goals and satisfaction.
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The Cycle of the OB System
•Supportive OB systems are characterized by "power with people" rather than
"power over them."
•This two-way, mutually supportive relationship is consistent with modern
human values.
•The Cycle:
• If goals are achieved, the system is successful.
• If goals are not achieved, managers must examine and revise the
organizational behavior system.
•This is a continuous process of feedback and adjustment.
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McGregor's Theory X and Theory Models of Organizational Behavior
Theory X
•Assumptions: This is a traditional view that assumes most
people inherently dislike work and will avoid it if possible.
•Characteristics: Workers are seen as having little ambition,
avoiding responsibility, and being self-centered and resistant to
change.
•Managerial Approach: This view leads to a coercive and
controlling management style, where managers must closely
supervise, threaten, and force employees to perform.
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McGregor's Theory X and Theory Models of Organizational Behavior
Theory Y
•Assumptions: This model takes a more humanistic and
supportive view. It assumes people are not naturally
lazy and that their work habits are a result of their
experiences within the organization.
•Key Belief: If given the right environment, employees
will show self-direction and are capable of a high
degree of creativity in solving organizational problems.
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Five Models of Organizational
Behavior
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The five models are:
•Autocratic: This model is based on power and authority, where managers make all the
decisions and expect employees to follow orders out of obedience. The psychological
result is that employees are dependent on their boss, leading to a minimum
performance focused on subsistence needs.
•Custodial: This model focuses on economic resources and money to provide security
and benefits. The goal is to keep employees satisfied and secure, leading to a
dependence on the organization and passive cooperation, resulting in a minimum level
of performance.
•Supportive: In this model, managers use leadership and support to help employees
achieve their goals. This approach fosters employee participation and a sense of
belonging, which meets their status and recognition needs. The result is better job
performance and a more awakened drive.
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•Collegial: This model is built on partnership and teamwork, where
managers and employees work together toward a common goal. This
encourages responsible behavior and self-discipline, which satisfies the
employees' need for self-actualization. This leads to a moderate level of
enthusiasm for the job.
•System: The most modern of the five, this model is based on trust,
community, and meaning. Managers foster a caring and compassionate
environment, encouraging psychological ownership and self-motivation in
employees. This approach meets a wide range of employee needs, leading to
a passion and commitment to the organizational goals.
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