An Organizational Behavior System

 The primary purposes of organizational behavior systems are to identify and

The Elements of the system

Managements

Philosophy, Values, Vision, Mission,

Format Social
Organizational
Organization Environment
culture

Informal

Organization

Leadership, Communication, Group dynamics

Quality of Work life (QWL)

Motivation

Outcomes

 Performance
 Employee Satisfaction
 Personal Growth and Development
Fact Premises: It represents our descriptive view of how the world behaves.
They are based on both our individual experiences and behavioral science
research (important things we have learned).
Value Premises: It represents our view of the desirability of certain goals and
activity. Value precepts govern how people behave. An organization's objective
is to produce more in order to serve society, including its workers, investors,
and general public, and to the greatest extent possible.

Vision: It represents a challenging portrait of what the and organization and its
members can be- a possible, a desirable future. It is a broad and inspirational
statement intended to engender support from stakeholders. The mission
statement defines how the organization differentiates itself from other
organizations in its industry.
Mission: A mission statement is a concise explanation of the organization's
reason for existence. It describes the organization's purpose and its overall
intention. The mission statement supports the vision and serves to communicate
purpose and direction to employees, customers, vendors and other stakeholders.
Goals: Goals are strategic objectives that a company's management establishes
to outline expected outcomes and guide employees' efforts.

Models of Organizational Behavior

Autocratic Model
The autocratic model is one that is based on force, official authority, and
dominance.
The individuals (management/owners) who oversee organizational tasks have
official authority to govern the subordinate employees in autocratic
organizations. These lower-level workers have limited influence over how the
job is performed. Since the most important choices are made at the top
management level, their innovations and ideas are typically not welcomed.
This model's guiding assumption is that while management and owners have
tremendous business acumen, the average employee has relatively low skill
levels and need complete direction and guidance. During the Industrial
Revolution, authoritarian management styles like this one were prevalent in
workplaces.
The management team's requirement to micromanage the workers, where they
must keep an eye on every aspect and make every decision, is one of the
autocratic model's more serious drawbacks. Clearly, an authoritarian system
becomes unworkable and incredibly wasteful in a more modern organization
where highly paid specialists are hired.

Additionally, detrimental to job happiness and morale among employees is the

Custodial Model
The custodial model is built on the idea of giving employees financial security
through salaries and other benefits, which will inspire and foster employee
loyalty.
Many professional companies offer health benefits, corporate cars, financial
wage packaging, and other incentives in some nations in an effort to recruit and
keep top talent.
The organization's basic assumption is that by increasing employee knowledge
and competence, they will gain a competitive advantage through a more
talented and motivated workforce.
The custodial approach has some drawbacks, including the attraction and
retention of low-performing employees. Or you can even see a decrease in
motivation from some employees who believe they are "stuck" in a company
because the rewards are too great to leave.

Supportive model
The supporting model, in contrast to the first two strategies, is centered on
aspirational leadership.
It aims to encourage staff through the manager-employee connection and how
workers are treated on a daily basis rather than through control and power (the
autocratic model) or incentives (the custodial model).
This approach contends that employees are self-motivated and have worth and
knowledge to give to the organization beyond merely their day-to-day role,
which is quite the reverse of the autocratic model.
This technique aims to inspire workers by creating an environment where their
suggestions are valued and frequently implemented. As a result, the workers
have "buy-in" to the organization and its goals.

Collegial model
The foundation of the collegial approach is teamwork, with everyone
cooperating as colleagues (hence the name of the model).
This model must be reflected in the general environment and corporate culture,
where everyone actively participates, where it is not about rank or job titles, and
where collaboration is encouraged in order to create a better organization.
The manager's job is to promote teamwork and develop uplifting, lively
environments. The manager can be thought of as the team's "coach" in many
ways. And as a coach, you want the team to do well generally rather than
concentrating on your own performance or the performance of important
players.

Systematic Model
The system model is the name given to the ultimate organizational model.
Of the five models covered in this article, this one is the most modern. In the
system model, the organization examines the general framework and
collaborative environment while taking into account that every person has
unique objectives, skills, and potential.
The system model aims to strike a balance between the objectives of the
individual and those of the organization.
People naturally want decent pay and job stability, but they also want to work in
an atmosphere where the company produces value for the community and/or its
clients.
The management and employee partnership system should have a similar goal
and make everyone feel as though they are a part of it.