Friday, 13 May 2011

Leadership and Organizational Behavior


Organizational Behavior (OB) is the knowledge and meaning of understanding about how people, individuals, and group be active in organizations. It does this by enchanting a organization approach. That is, it understand people-organization associations in terms of the complete individual, whole group, whole organization, and whole social structure. Its function is to assemble better relationships by getting human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered in another place in the management guide.
At this point is main focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Basics of Organizational Behavior
The organization's base rests on management's attitude, morals, ideas and goals. This in turn make the organizational culture which is self-possessed of the formal organization, informal organization, and the social environment. The culture conclude the type of management, communication, and group dynamics within the organization. The workers recognize this as the quality of work life which express their level of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Symbol of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Despotic, Custodial, Supportive, and Collegial
    * Despotic — The basis of this model is control with a administrative orientation of right. The employees in turn are oriented towards agreement and dependence on the manager. The employee need that is met is subsistence. The performance result is minimal.
    * Custodial — The basis of this model is economic resources with a executive orientation of money. The employees in turn are oriented towards defense and benefits and confidence on the organization. The employee need that is met is security. The performance result is passive cooperation.
    * Encouraging — The basis of this model is guidance with a executive orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
    * Mutually respectful — The basis of this model is partnership with a managerial direction of collaboration. The employees in turn are oriented towards accountable behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Though there are four p of art models, almost no organization functions exclusively in one. There will frequently be a prevail one, with one or more areas over-lapping in the other models.
The first model, Despotic, has its roots in the manufacturing revolution. The administrator of this type of organization operate generally out of McGregor's Theory X. The next three models begin to put together on McGregor's Theory Y. They have each developed over a period of time and there is no one best model. In adding, the Mutually respectful model should not be consideration as the last or best model, but the establishment of a new model or model.

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