Post on 20-Jan-2015
description
Organizational Behavior
Done by: Mahra
Aaesha
Abeer
Sameera
Definition of organizational behavior
Organizational Behavior (OB):
is the study and application of knowledge about how People, Individuals, and groups act within the organizations.
Importance of organizational behavior
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Key elements of OB
People
Structure
Technology
Environment
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Organization
People
Technology
Structure Environme
nt
OB effectivness
Job satisfaction
Moods and emotions at work
Less turnover
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Providing feedback
Providing job training/coaching
Motivation
Theory X and Theory Y
Background
Douglas McGregor’s 1960 book, The Human Side of Enterprise.
He asserted that social needs were just as important to workers as economics.
Theory X Characteristics
Pessimistic view of employees
Assume that employees dislike work
Assume that workers must be coerced into
pursuing the company’s goals
Threatens workers in order to get them to act
Theory Y Characteristics
Presents an optimistic view of the employees
Assume that employees take a voluntary, active interest
Usually accept and often seek responsibility.
Use a high degree of imagination
Comparing Theory X and Theory Y
Theory X Theory YAssumptions dislikes work Enjoy work
Has no ambition
Employees are ambitions
Avoid responsibility
Usually accept and often seek responsibility.
Want to be directed
use a high degree of imagination
Management Style
Autocratic Democratic
Typically Used
Unskilled production work
Knowledge workers
The main models of OB
Autocratic
Custodial
Supportive
Collegial
Continue Custodial
Based on economic resources and money
Employee orientation is security and benefits
Employees psychological results depends on organization
Employee needs met is security
Performance result is not highly motivated
Autocratic
Based on power and authority
Employee orientation is obedience
Employees psychological results depends on boss
Employee needs met is subsistence
Performance result is minimum
Supportive
Based on leadership and support
The employee orientation is job performance
The employee psychological result depends on participation
Employee needs met is status and credit
The performance result is greatly motivated
Collegial
Based on partnership and teamwork
The employee orientation is responsible behavior
The employee psychological result depends on self discipline
Employee needs met is self actualization
The performance result is moderate enthusiasm
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Conclusion about the models
Relation of models to human needs
The five models are closely related to human needs and each models build upon the accomplishments of other .
Managerial flexibility
Managers need to identify their current behavioral model and must keep it flexible and current .
Contingent use of all models
The five models will continue to be used m but the more advanced model will have growing use as progress is made and employee expectation rise.
References
http://www.netmba.com/mgmt/ob/motivation/mcgregor/
http://www.expertprogrammanagement.com/2011/03/theory-x-and-theory-y/
http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf
http://www.scribd.com/doc/27057086/Definition-of-Organizational-Behavior