Models of Organisational Behaviour

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Introduction Organizations achieve their goals by creating, communicating and operating an organizational behaviour system, as shown in the figure below:

Management’s Philosophy  Values  Vision  Mission  Goals

Formal Organization

Organizational Culture

Social Environment

Informal Organization

Leadership  Communication  Group Dynamics

Quality of Work Life


Outcomes:  Performance  Employee satisfaction  Personal growth and development

I. Philosophy • • A. 1. 2. 3. 4. 5. The philosophy (model) of organizational behavior held by management consists of an integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way should be. The philosophies are sometimes implicit or explicit in the minds of managers. There are five major organizational behavior philosophies: Autocratic Custodial Supportive Collegial System

B. Selected Elements of Philosophy Statement • • • • • 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 than sum of individual efforts.

C. Two Sources of Philosophy of Organizational Behavior • • Fact Premises represent our descriptive view of how the world behaves. They are drawn from both behavioral science research and personal experiences. Value Premises represent our view of desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under control.

II. Values • • The rules by which we make decisions about right and wrong Determine which are more or less important and which is more favorable

A. Sample of Statement of Values Harvard University Statement of Values August 2002 Harvard University aspires to provide education and scholarship of the highest quality — to advance the frontiers of knowledge and to prepare individuals for life, work, and leadership. Achieving these aims depends on the efforts of thousands of faculty, students, and staff across the University. 2

Some of us make our contribution by engaging directly in teaching, learning, and research, others of us, by supporting and enabling those core activities in essential ways. Whatever our individual roles, and wherever we work within Harvard, we owe it to one another to uphold certain basic values of the community. These include: Respect for the rights, differences, and dignity of others Honesty and integrity in all dealings Conscientious pursuit of excellence in one's work Accountability for actions and conduct in the workplace The more we embrace these values in our daily lives, the more we create and sustain an environment of trust, cooperation, lively inquiry, and mutual understanding — and advance a commitment to education and scholarship, which all of us share. III. Vision • • • Represents a challenging portrait of what the organization and its members can be ─a possible, and desirable, future. Leaders need to create exciting projections about where 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.

A. Samples of Vision Statements 1. PSBA Manila To be an institution of world-class education for youth of our country. 2. GMA Network CORPORATE VISION We are the most respected, undisputed leader in the Philippine broadcast industry and the recognized media innovator and pacesetter in Asia. We are the Filipinos’ favorite network. We are the advertisers’ preferred partner. We are the employer of choice in our industry. We provide the best returns to our shareholders. We are a key partner in promoting the best in...
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