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MODELS OF ORGANISATIONAL BEHAVIOUR

GROUP THREE

An Organizational Behavior System


Managements
Philosophy, Values, Vision, Mission, Goals

Formal Organization

Informal Organization

Organizational Culture

Social Environment

Leadership, Communication
Group dynamics

Quality of work life

Motivation
Outcomes:
1. Performance
2. Employee satisfaction
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3. Personal, growth & development

MODELS OF ORGNAISATIONAL BEHAVIOUR


1. Autocratic Model:
Autocratic model depends on power. The people who are in
command must have the power to demand you do this or else,
meaning that an employee who does not follow orders would be
penalized.
2. Custodial Model:
In autocratic model employees did not talk back to their boss, but
they certainly thought back.
A successful custodial approach depends on economic resources.
The resulting managerial orientation is towards 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.

MODELS OF ORGNAISATIONAL BEHAVIOUR (CONT)


3. Supportive Model:
The supportive model of organizational behavior had its origins in
the principle of supportive relationships. It depends on leadership
instead of power or money .
Through leadership, management provides a climate hoping that
employees grow and accomplish goals in the interests of the
organization.
4. 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 embodies a team concept.
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 the organization.
Managers are seen as joint contributors rather than as bosses.

Importance of OB to Managers
It builds better relationship by achieving, people, organizational, and
social objectives.
It covers a wide array of human resource like Behavior, training and
development, change management, leadership, teams etc.
It brings coordination which is the essence of management.
It improves goodwill of the organization.
It helps to achieve objectives quickly.
It facilitates motivation.
It leads to higher efficiency.
It improves relations in the organization.
It is multidisciplinary in the sense that applies different techniques,
methods, and theories to evaluate the performances.

10 Specific Roles within 3 General Roles


Interpersonal Roles
Leadership
Figurehead
Liason

Decisional Roles
Entrepreneur Role
Conflict Handling
Resource Allocator
Negotiates

Informational Roles
Monitor
Disseminator
Spokesperson

Limitations of OB
Organisational behavior can not completely eliminate
conflicts within the organisation.
Law of diminishing returns: It says that beyond a
certain point, there is a decline in output even after each
additional good or positive factor.
Unethical practices and manipulation of people:
Knowledge of motivation and communication acquired
can be used to exploit subordinates in an Organization
by the manipulative managers.

PREPARED AND PRESENTED BY

ISSAH ALHASSAN BAAKO


MOHAMMED ABU SHAIBU
MUNKAILA ZAKARIA
ALHASSAN HABAB DANDAWA