GROUP 2

• Celso Digman Jr
• Earnrich Dannuel Diaz
• Hyder Owen Gibo
• Rj Doroy
• Ronnie Jhon Commendador
• Thea Entero
 ENGAGING YOUR
BRAIN
1. IN THIS CHAPTER, THE TEXT DISCUSSES VALUES (BELIEF, IDEALS, OR ETHICAL PRINCIPLES), VISION
(DESIRABLE FUTURES), MISSION (REASON FOR EXISTENCE), AND GOALS (INTENDED ACHIEVEMENTS). WHAT ARE YOUR
VALUES, YOUR PERSONAL VISION AND MISSION, AND YOUR GOALS?
2. ONE AUTHOR (DOUGLAS MCGREGOR) HAS ARGUED THAT MUCH OF MANAGERIAL BEHAVIOR IS PREMISED UPON
ASSUMPTIONS (IMPLICIT OR EXPLICIT) MADE ABOUT THE NATURE OF EMPLOYEES .WHAT DO YOU BELIEVE IS
DESCRIPTIVELY TRUE ABOUT A "TYPICAL" EMPLOYEE TODAY?3. THE TEXT SUGGESTS THAT MANAGERS OFTEN
EMBRACE ONE OUT OF SEVERAL ALTERNATIVE MODELS OF ORGANIZATIONAL BEHAVIOR. EACH OF THOSE MODELS
IMPLICITLY OR EXPLICITLY FOLLOWS A CONTINGENCY FORMAT (E.G., "IF I DO THIS, THEN THE FOLLOWING RESULT
WILL HAPPEN.")WHAT DO YOU CURRENTLY BELIEVE WOULD BE THE CONSEQUENCES OF VARIOUS APPROACHES TO
MANAGING PEOPLE?

EMPLOYEES (SUCH AS *SUBORDINATES," AS CONTRASTED TO THE USE IN SOME ORGANIZATIONS OF TERMS LIKE
"ASSOCIATES" OR "PARTNERS" TO CONVEY EQUALITY) TELL A LOT ABOUT THE UNDERLYING MODEL IN USE. THIS
CHAPTER BUILDS ON THE FUNDAMENTAL CONCEPTS PRESENTED IN CHAPTER 1 BY SHOWING HOW ALL BEHAVIORAL
FACTORS CAN BE COMBINED TO DEVELOP AN EFFECTIVE ORGANIZATION. THE INTERRELATED ELEMENTS OF AN
ORGANIZATIONAL BEHAVIOR SYSTEM ARE OFFERED AS A ROAD MAP FOR WHERE THESE ELEMENTS APPEAR IN THIS
BOOK. THEN FIVE ALTERNATIVE MODELS OF ORGANIZATIONAL BEHAVIOR AND SEVERAL CONCLUSIONS ABOUT THE
USE OF THESE MODELS ARE PRESENTED.
 AN ORGANIZATIONAL BEHAVIOUR SYSTEM

Purposely
created and used
Organizations achieve their goals by creating, communicating, and operating an organizational behavior system, as shown in Figure 2.1. Major elements of a good
organizational behavior system are introduced on the following pages and presented in detail throughout the book. These systems exist in every organization, but
some-times in varying forms. They have a greater chance of being successful, though, if they have been consciously created and regularly examined and updated to
meet new an demerging conditions. Updating is done by drawing upon the constantly growing behavioral science base of knowledge mentioned in the previous
chapter

Three outcome The primary purposes of organizational behavior systems are to identify and then help manipulate the major human and organizational variables that affect the
results organizations are trying to achieve. For some of these variables, managers can only be aware of them and acknowledge their impact; for others, managers
criteria can exert some control over them. The outcomes, or end results, are typically measured in various forms of three basic criteria: performance (e.g., quantity and
quality of products and services; level of customer service), employee satisfaction (often exhibited through lower absenteeism, tardiness, or turnover), or personal
growth and development (the acquisition of lifelong knowledge and skills leading to continued employability and career advancement). The effect of organizational
behavior practices on these outcomes is discussed throughout this book.
ELEMENTS OF THE SYSTEM
The system's base rests on the fundamental beliefs and intentions of those who join to create it (such as
owners) and of the managers who currently administer it. The philosophy(model) of organizational
behavior held by management consists of an integrated set assumptions and beliefs about the way things
are, the purpose for these activities, and the way they should be. These philosophies are sometimes
explicit, and occasionally implicit, in the minds of managers. Five major organizational behavior
philosophies autocratic, custodial, supportive, collegial, and system and their implications are discussed
later in this chapter.
Figure 2.2 presents some typical elements of a philosophy statement. The philosophy of organizational
behavior held by a manager stems from two sources fact premises and value premises. Fact premises
represent our descriptive view of how the world behaves. They are drawn from both behavioral science
research and our personal experiences
Figure 2.1
An organizational
behaviour system
 • We are committed to quality, cost-effectiveness, and technical excellence.
Figure 2.2 • People should treat each other with consideration, trust, and respect. Each person is
Selected valuable, unique, and makes a contribution.
Elements of
• All employees should be unfailingly committed to excellent performance Teamwork can,
Philosophy
and should, produce far more than the sum of individual efforts
Statement
• Team members must be reliable and committed to the team
• Innovation is essential.
• Open communications are important for attaining success
• Decisions should be reached participatively.
ON THE JOB IKEA CORPORATION

Swedish retailing giant IKEA'S North American division is one of the fastest-growing in its market segment.
Despite a strong drive for profits and market share, the firm embraces progressive and supportive
employment practices (health care bene-fits, flexible schedules, and opportunities tor advancement), an
emphasis on racial and ethnic diversity, and distinctive value(freedom, lack of hierarchy, individual respect).
Results show in dramatically reduced turnover, rising sales revenues, and “off the charts" employee
satisfaction.
Facts and Value
Premises

Vision
important things we have learned). For example, you would not throw your iPod from a10-story building, because you believe gravity would pull it downward uncontrollably and crush it
(

against the ground, and you don't want this to happen. Fact premises, then, are acquired through direct and indirect lifelong learning and are very useful in guiding our behavior
Value premises, on the other hand, represent our view of the desirability of certain goals and activities. If you are very unhappy with the iPod's performance, then you might choose to
throw it from the 10-story building. You still accept the fact premise of gravity, but now your value premises have changed (at least momentarily!). As "On the Job: IKEA Corporation
"shows, value premises are variable beliefs we hold and are therefore under our control. We can choose, modify, discard, or replace them (although they are often deeply entrenched)
Managers also have primary responsibility for instilling three other elements into the organizational behavior system-vision, mission, and goals. 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 enthusiasm-tic communication is required so employees will embrace it with commitment
Mission An organization also typically creates a mission statement, which identifies the business it is in, the market niches it tries to serve, the types of customers it is likely to have, and the
reasons for its existence. Many mission statements even include a brief listing of the competitive advantages, or strengths, that the firm believes it has. In contrast to visions, mission
statements are more descriptive and less future-oriented. They are still rather broad, and need to be converted to goals to become operational and useful.
Goals are relatively concrete formulations of achievements the organization is aiming for within set periods of time, such as one to five years. Goal setting is a complex process, for top
management's goals must be merged with those of employees, who bring their psychological, social, and economic needs with them to an organization. Further, goals may exist at the
individual, group, and larger organization level, so substantial integration is required before a working social system can emerge. Elements of effective goals are discussed in Chapter 5.
Philosophy feeds into value premises, which help shape vision. Vision is a stretching version of mission, and goals provide a way to pinpoint targets for achieving that mission. Together,
philosophy, values, vision, mission, and goals exist in a hierarchy of increasing specificity (philosophy 1S most general; goals are most specific). They all help create recognizable
organizational culture, which is discussed in Chapter 4. This culture is also a reflection of the formal organization with its formal policies, structures, and procedures, and the existing social
and cultural (global) environment (Chapter 16).
Goal Managers also must be aware of the informal organization (discussed in Chapter 12) and must work with its members to create positive norms. Together, the formal and informal
organizations provide the glue that binds the varied elements of the institution into an effective working team. Managers are then expected to use a leadership style (Chapter 7),
communication skills(Chapter 3), and their knowledge of interpersonal and group dynamics (Chapters 11 and 12)to create an appropriate quality of work life for their employees (Chapter
10). When this
task is done properly, employees will become motivated toward the achievement of organizational goals
(Chapter 5). Their motivation, however, is also a product of their underlying attitudes and specific
situational factors at a certain point in time. If any of the previous factors in the organizational system are
changed, motivation will also be different. Because of this interaction, leaders must learn to manage
employee motivation contingently. Numerous examples of this cause-and-effect relationship exist, as
illustrated in the following report:
Contrasting effects of organizational behavior systems were seen in some of the efforts to revitalize airline
companies in the past decade. In the face of financial crises, employees in some firms willingly accepted
the necessity of drastic cost-saving actions and responded with increased (and successful) efforts to save
their companies and jobs. Employees in other firms, such as Northwest Airlines, fearful for their jobs and
resentful of management's previous autocratic actions, strongly resisted attempts to reduce their pay and
outsource their jobs. As a consequence, labor strife, bankruptcy, and a merger with Delta Airlines followed.
The result of an effective organizational behavior system is motivation which, when combined with
employee skills and abilities, results in the achievement of performance goals (as we saw in the formulas in
Chapter 1) as well as individual satisfaction. It builds two-way relationships that are mutually supportive,
meaning that manager and employeego3gnn 0are jointly influencing each other and jointly benefiting.
Supportive OB systems are characterized by power with people rather than power over them, which is
consistent with present human values regarding how people wish to be treated (with dignity).
Alternatively, if goals are not being achieved, managers need to use this information to examine and revise
their organizational behavior system.
MODELS OF ORGANIZATIONAL BEHAVIOUR
• Organizations differ in the nature of the systems they develop and maintain and in the results they
achieve. Varying results predictably follow from different models of organizational behavior. These
models constitute the belief system that dominates managemenť'sthought and affects management's
actions in each organization. It is highly important that managers recognize the nature, significance, and
effectiveness of their own models, as well as the models of others around them.
• Douglas McGregor was one of the first writers to call attention to managerial models. In 1957, he
presented a convincing argument that most management actions flow directly from whatever theory of
human behavior the managers hold." He suggested that management philosophy controls practice.
Management's human resource policies, decision-making styles, operating practices, and even
organizational designs flow from key assumptions about human behavior. The assumptions may be
implicit rather than explicit, but they can be inferred from observing the kinds of actions that managers
take. Theory X is a traditional set of assumptions about people. As shown in Figure 2.3,it assumes that
most people dislike work and will try to avoid it if they can. Workers are seen as being inclined to restrict
work output, having little ambition, and avoiding responsibility if at all possible. They are believed to be
relatively self-centered, indifferent to organizational needs, and resistant to change. Common rewards
cannot over-come this natural dislike for work, so management is almost forced (under Theory X
Assumptions and subsequent logic) to coerce, control, and threaten employees to obtain satisfactory
performance. Though managers may deny that they hold this view of people, many of their historical
actions suggest that Theory X was a typical management view of employees.
 Theory Y implies a more humanistic and supportive approach to managing people. It assumes that people are not
inherently lazy. Any appearance they have of being that ways the result of their experiences with less-enlightened
organizations, and if management will provide the proper environment to release their potential, work will become as
Theory Y natural to them as recreational play or rest and relaxation. Under Theory Y assumptions, management believes that
assumptions employees are capable of exercising self-direction and self-control in the service of objectives to which they are
committed. Management's role is to provide an environment in which the potential of people can be released at work.
McGregor's argument was that management had been ignoring the facts about people. It had been following an
outmoded set of assumptions about people because it adhered to Theory X when the facts are that the Theory Y set of
Theory X is assumptions is more truly representative of most people. There will always be important differences among people, so a
deficient few individuals will fit the assumptions of the Theory X model. Nearly all employees, how-ever, have some potential for
growth in their capabilities and demonstrated performance. Therefore, McGregor argued, management needed to
change to a whole new set of assumptions about people-one based on emerging behavioral science research. These new
assumptions had a powerful impact on subsequent managerial actions.
Four major
contributions When seen through the lenses of history, McGregor deserves credit for a number of contributions. First, he stimulated
subsequent generations of managers to think consciously about their belief systems and management models. Second,
he was an early advocate of the practical value of reading and using research findings to better understand human
behavior. Third, he introduced and publicized one of the early theories of motivation-thehierarchy of needs model by A.
H. Maslow (explained in Chapter 5). Finally, he became spokesman for a trend that had been developing over a long
period of time -the need to bring human values into balance with other values at work.Models such as Theory X and
Theory Y are also called paradigms, or frameworks of possible explanations about how things work
Impact of
. Any model that a manager holds usually begins with certain assumptions about people and leads to certain
paradigms
interpretations, imputations, and even predictions of events. Underlying paradigms, whether consciously unconsciously
developed, become powerful guides to managerial behavior. Managers tenuto act as they think, because they are guided
by their dominant thoughts.
Managerial paradigms, according to popular author Joel Barker, act in several important ways:
They influence managerial perceptions of the world around them.
They define one’s boundaries and provide prescriptions for how to behave.
They encourage resistance to change, since they have often worked in the past.
• They may either consciously or unconsciously affect one’s behaviour.
New paradigms are constantly emerging, and some of them provide managers with alternative
ways of viewing the world and new ways of solving problems. When a major paradigm (a
radically different way of thinking) appears it may cause a paradigm shift. This is the release of
an old model and the substitution of a new one. Even though the new paradigm might be an
exciting improvement, it often causes people to be uncomfortable at least in the short terms
Examples of paradigm shifts abound in the commercial world. A decade ago, throngs of citizens mobbed
shopping malls across the country in the weeks and days before a major holiday; today, millions of
people do some or all of their shopping via the Internet while sitting at home. In the automotive realm,
internal combustion engines were the sole source of energy for many decades; now, hybrid gas-electric
cars have become a reality for some buyers. In communications, U.S. citizens relied almost exclusively on
the Postal Service to deliver their letters throughout much of the twentieth century; today, millions of
messages are transmitted electronically every day. Paradigms are changing everywhere! Top
management's models are particularly important to identify, for the underlying model that exists within
a firm's chief executive officer (CEO) tends to extend through-o out that firm. For this reason, models of
organizational behavior are highly significant. Examples abound of the impact throughout the firm of a
single executive, such as CEOMark Zuckerberg at Facebook, the late Steve Jobs at Apple Computer,
Howard Schultz of Starbucks, Larry Ellison at Oracle, or John Mackey at Whole Foods Markets..This
chapter highlights the following five models (paradigms): autocratic, custodial,bort supportive, collegial,
and system.° These five models are summarized in Figure 2.4. In the order mentioned, they represent an
approximate historical evolution in management practice ice during the last 100 years or more.
• Although one model tends to dominate at a particular8otev time in history, each of the other
models is still applied in some organizations.Just as organizations differ among themselves, so
practices may vary within the departments or branches of one organization. The production
department may work within of so a custodial model while the supportive model is being
tried in the research department.0o 9 And, of course, the practices of individual managers
may differ from their organization's110 prevailing model because of those managers personal
preferences or different conditions in their department. Thus, no one model of organizational
behavior is sufficient to describe all that happens in an organization, but identifying a model
can help distinguish one way of organizational life from another. The selection of a model by
a manager is determined by a number of factors. As we dis-cussed earlier, the prevailing
philosophy, values, vision, mission, and goals of managers affect,and are affected by, their
organizational behavior model. In addition, environmental conditions help determine which
model will be most effective. The current turbulent conditions the worldwide economy, for
example, may drive firms toward the more collegial models,while leading others to regress
toward the autocratic model. This suggests that the model used is should not be static and
unchanging but reexamined and adapted across time. Our discussions of five models,
beginning with the autocratic, roughly follows their historical evolution.
THE AUTOCRATIC MODEL

• The autocratic model has its roots in history, and certainly, it became the prevailing model of the
industrial revolution. As shown in Figure 2.4, 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 whom it applies. Management believes it knows what is best and that the employee's
obligation is to follow orders. It assumes that employees have to be directed, persuaded, and
pushed into performance, and such prompting is management's task. Management does the
thinking; the employees obey the orders. This conventional view of management leads to tight
control of employees at work.
• When combined with the often brutal and backbreaking physical tasks of that errand the
intolerable conditions of disease, filth, danger, and scarcity of resources, the autocratic
model was intensely disliked by many employees (and still is).Under autocratic conditions,
the employee orientation 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 employer pays minimum wagesbecause
minimum performance is given by employees (who may lack the qualifications for
advancement). They are willing to give minimum performance-though sometimes reluctantly-
because they must satisfy subsistence needs for themselves and their families' dramatic
illustration of the continued use of the autocratic model is seen in the diamond mines in
underdeveloped areas, such as Namibia and Sierra Leone. Child slave labor has been a
common practice, and natives work long hours for low pay under dangerous and unbearable
conditions. Autocratic supervisors control workers tightly, while subjecting them to abuse and
suffering. "The autocratic model was, at one time, a useful way to accomplish work. It was
not a complete failure. The description of the autocratic model just presented is an extreme
one;
actually, the model exists in all shades of gray, from rather dark to rather light. This view of
work built great railroad systems, operated giant steel mills, and produced the dynamic
industrial civilization that developed in the United States. It does get results, but usually
only moderate results. Its principal weaknesses are its high human costs and its tendency to
encourage high-level managers to engage in micromanagement, which is the immersion of
a manager into controlling the details of daily operations. (See the Critical Thinking
Exercise.) Micromanagers tend to control and manipulate time, place their Self-interest
that of employees, institute elaborate approval processes, specify detailed procedures for
everything, and closely monitor results. These actions are autocratic management at its
worst. Employees typically detest a micromanager, with the result being low morale,
paralyzed decision making due to fear of being second-guessed, and high turnover. Charlie
• Ergen, founder and chairman of satellite TV provider Dish Network, has apparently practiced
the autocratic model for many years. Ergen maintains tight control, makes unilateral decisions,
berates employees for slight tardiness, implements quarterly "bloodbaths" (layoffs), and forces
employees to work long hours and accept mandatory overtime. Described by employees as
mean, condescending, tightfisted, ironhanded, and distrustful, Ergen seemingly created a culture
of fear that ignores the needs of most employeee. The autocratic model was an acceptable
approach to guide managerial behavior when there were no well-known alternatives, and it still
can be useful under some extreme consolidations, such as organizational ." However, the
combination of emerging knowledge about the needs of employees and changing societal values
suggests there are much better ways to manage organizational systems. A second step in the
ladder of progress was needed, and it was soon forthcoming.
THE CUSTODIAL MODEL

As managers began to study their employees, they soon recognized that although autocratically managed
employees did not talk back to their boss, they certainly "thought back. "They wanted to say many things,
and sometimes they did say them when they quit orlost their tempers. Employees were filled with
insecurity, frustrations, and aggressions toward their boss. Since they could not vent these feelings directly,
sometimes they went home and vented them on their families and neighbors; so the entire community
might suffer from this relationship.
An example of the effects of management-induced frustration on the behavior of employees occurred in a
wood-processing plant. Managers treated workers crudely, sometimes even to the point of physical abuse.
Since employees could not strike back directly for fear of losing their jobs, they found another way to do it.
They symbolically fed their supervisor to a log-shredding machine! They did this by purposely destroying
good sheets of veneer, which made the supervisor look bad when monthly efficiency reports were prepared.
• the inspector will catch them if they do not, but because they feel inside themselves anobligation to
provide others with high quality. They also feel an obligation to upholdquality standards that will bring
eredit to their jobs, themselves, and the company.The psychological result of the collegial approach for the
employee is self-discipline. Feel-ing responsible. employees discipline themselves for performance on the
team in the sameway members of a football team discipline themselves to training standards and the
rules ofthe 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
insome situations. This self-actualization will lead to moderate enthusiasm in performance.The collegial
model tends to produce improved results in situations where it isappropriate. One study covered scientists
in three large research laboratories.Laboratories A and B were operated in a relatively traditional
hierarchical manner.Laboratory C was operated in a more open, participative, collegial manner. There
werefour measures of performance: esteem of fellow scientists, contribution to knowledge,sense of
personal achievement, and contribution to management objectives. All fourwere higher in laboratory C,
and the first three were significantly higher.0
THE SYSTEM MODEL
• An emerging model of organizational behavior is the system model. It is the result of a strong search for
higher meaning at work by many of today's employees; they want much more than just a paycheck and job
security from their jobs (see the box "An Ethical Issue").Since they are being asked to spend many hours of
their day at work, they want a work
• The system model reflects the values underlying positive organizational behavior,which focuses on identifying,
developing, and managing psychological strengths within employees. Under this approach, managers focus
their attention on helping employees develop feelings of hope, optimism, self-confidence, empathy,
trustworthiness, esteem,courage, efficacy, and resiliency. These positive capacities appear to be related to the
key Outcomes of organizational citizenship (discussed in Chapter 9), courageous principled action (ethical
behavior), objective performance, and employee satisfaction. Managers using the system model carefully
protect and actively nurture their employ-ces so as to develop a positive workplace culture that leads to
organizational success and committed employees. Individuals at all levels need to awareness for managers),
which has five dimensions: and display social intelligence (strategic
Managers using the system model carefully protect and actively nurture their employees so as to develop a
positive workplace culture that leads to organizational success and committed employees. Individuals at all
levels need to acquire and display social intelligence (strategic social awareness for managers), which has
five dimensions:Empathy appreciation for, and connectedness with, others. Presence-projecting self-worth
in one's bearing. Situational radar-ability to read social situations and respond appropriately.Clarity-using
language effectively to explain and persuade. Authenticity-being "real" and transparent, while projecting
honesty. Under the system model, managers try to convey to each worker, ""You are an important part of
our whole system. We sincerely care about each of you. We want to join together to achieve better product
or service, local community, and society at large. We will make every effort to make products that are
environmentally friendly and contribute to sustain-ability." The role of a manager becomes one of
facilitating employee accomplishmnentsthrough a variety of actions (see Figure 2.5).In response, many
employees embrace the goal of organizational effectiveness and recognize the mutuality of company-
employee obligations in a system viewpoint. They experience a sense of psychological ownership for the
organization and its products or services a feeling of possessiveness, responsibility, identity, and sense of
belongingness("at home")O
CONCLUSIONS ABOUT THE MODELS
• Several conclusions can be made about the models of organizational behavior: They are, in practice,
subject to evolutionary change; they are a function of prevailing employee needs; there is a trend toward
the newer models; and any of the models can be successfully applied in some situations. In addition, the
models can be modified and extended in a variety of ways. Evolving Usage Managerial and, on a broader
scale, organizational, use of these models tends to evolve over time. As our individual or collective
understanding of human behavior increases or as new social conditions develop, we move somewhat
slowly to newer models. To assume that one particular model is a "best" model that will endure for the
long run is a mistake. This mistake was made by some managers about both the autocratic model and the
custodial model, with the result that they became psychologically locked into those models and had
difficulty altering their practices when conditions demanded it.Eventually, the supportive model may also
fall to limited use. There is no one pernmanently"best model, because what is best is contingent on what
is known about human behavior in whatever environment exists at that time. The primary challenge for
management is to identify the model it is actually using and then assess its current effectiveness. This
• self-examination can be a challenge for managers, who tend to profess publicly one model (e.g., the
supportive, collegial, or system) yet practice another. (This may occur in multinational firms; see
"Managing across National Boundaries.") In effect, a manager has two key tasks to acquire a new set of
values as models evolve, and to learn and apply the behavioral skills consistent with those values. These
tasks can be very difficult to accomplish. Relation of Models to Human Needs A second conclusion is that
the five models dis-cussed in this chapter are closely related to human needs. New models have been
developed to serve the different needs that became important at the time. For example, the custodial
model is directed toward the satisfaction of employees security needs. t moves one step above the
autocratic model, which reasonably serves subsistence needs but does not meet needs for security.
Similarly, the supportive model is an effort to meet employees other needs, such as affiliation and esteem,
which the custodial model is unable to serve. A number of people have assumed that emphasis on one
model of organizational behavior is an automatic rejection of other models, but comparison suggests that
each(newer) model is built upon the accomplishments of the other. For example, adoption of43
• a supportive approach does not mean abandonment of custodial practices that serve necessary
employee security needs. What it does mean is that custodial practices are givensecondary emphasis,
because employees have progressed to a condition in which newerneeds dominate. In other words, the
supportive model is the appropriate model to use atthat point because subsistence and security needs
are already reasonably met by a suitablestructure and security system. If a misdirected modern
manager should abandon these basicorganizational needs, the system would move back quickly to seek
structure and security inorder to satisfy those needs for its people.Increasing Use of Some Models A
third conclusion is that the trend toward the supportive,collegial, and system models will undoubtedly
continue. Despite rapid advances in computersand management information systems, top managerS of
giant, complex organizations cannotbe authoritarian in the traditional sense and also be effective.
Because they cannot know all that
• is happening in their organization, they must learn to depend on other centers of power nearer to operating
problems. They are often forced to literally redefine the old psychological contract and embrace a newer,
more participative one. In addition, many employees are not readily motivated toward creative and
intellectual duties by the autocratic model. Only the newer modelscan offer the satisfaction of their needs
for esteem, autonomy, and self-actualization. Contingent Use of Al Models A fourth conclusion is that,
though one model may be most used at any given time, some appropriate uses will remain for other
models. Knowledge and skills vary among managers. Role expectations of employees differ, depending upon
cultural history. Policies and ways of life vary among organizations. Perhaps more important, task conditions
are different. Some jobs may require routine, low-skilled, highly programmed work that will be mostly
determined by higher authority and will provide mostly material rewards and security (autocratic and
custodial conditions). Other jobs will be creative and intellectual, requiring teamwork and self-motivation.
• Employees in such Jobs generally respond best to supportive, collegial, and system approaches. Therefore,
probably all five models will continue to be used, but the more advanced models will have growing use as
progress is made and employee expectations rise. Managerial Flexibility The preceding discussion rests on a
central conclusion: Managers not only need to identify their current behavioral model but also must keep it
flexible and current. There is great danger in paradigm rigidity, when the changing nature of people and
conditions demands new responses, but managers cling to old beliefs and practices. Managers need to read, to
reflect. to interact with others, and to be receptive to challenges to their thinking from their colleagues and
employees. The following analogy illustrates this process: Skydivers know that a parachute tightly packed for long
periods of time might develop undesirable permanent folds in the fabric, which could keep it from opening
properly when needed. To prevent this, all parachutes are periodically unpacked and hung in storage sheds to
"get the kinks out." Then they are repacked for safe usage. Similarly, wise managers benefit from occasionally
sharing their organizational behavior models with others, thus opening them up to public.Then, after making
appropriate revisions to their models, the managers "pack them up" and put the improved paradigms back to
work again.
• Thank you