Human Behavior in Organization_project

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  1 | Page   INTRODUCTION Human behaviour is possibly the most important criteria that an employer should look at when hiring an employee. Behaviour is very important not only in an individual but most especially in an organization. The performance of a certain company or organization depends on human workforce. If people in an organization have a common goal then it is very easy to achieve the goal, however, an organization with a diverse people is hard get things done easily and to work together because of their differences. It is common for every person to have differences and that is why studying Human behaviour particularly in an organization is indeed very essential. Organization’s Practices on treating and taking care of their employees are also important to make their employees stay and trust the company or organization. The loyalty of one employee mostly depends on how the organization treats him or her and how they make them an essential asset of their company. Also, performance of the employees are being evaluated and Organizational behaviour models help employer craft strategies to get employees to perform a certain way in certain situations. As the company leader, providing employees with an environment to succeed helps the business succeed (Leonard, 2019). There are five main management models of organizational behaviour in the workplace. These are the following:  2 | Page   1.   Autocratic model   Douglas McGregor’s theory on work motivation, Theory of X Assumption, states that to obtain the desired results, managers have to supervise over their work not the employers taking the responsibility. Autocratic model basis is power, strength and authority which results to minimal  performance. In an autocratic organisation, the management or the owners who manage the tasks in an organisation have formal authority for controlling the employees who work under them. Employees who are in the lower level have only little control over the work function and their ideas are not generally welcomed for the decisions are made by the management at the top level. In this model, managers are said to be the experts when it comes to skills while the average employees are the students that need to be guided and taught. This may be common in factories; however, in this modern day where technologies are rapidly growing and became now the primary workers in manufacturing industry, autocratic model has now become out-dated. 2.   Custodial Model This model is based around the concept of  providing economic security for employees  –   through wages and other benefits  –   that would create employee loyalty and motivation. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security and  performance result is passive cooperation. The custodial approach encourages employees to show their dependency and loyalty towards the company and not to the  boss or managers or supervisors. The employees in this environment are more  psychologically contended and preoccupied with their rewards but it is not necessary they would be strongly motivated to give the performance.  3 | Page   3.   Supportive Model This model is focused on aspiring leadership. This model’s approach is trying to motivate staff through the manager-employee relationship and how employees are treated on a day-to-day  basis. The employee need that is met is status and recognition and the  performance result is awakened drives. This model helps the employees to seek and developed their own capabilities and skills and the managers are there to help and support them achieve their personal goals and up to promotions. Supportive model is being widely accepted mostly in the developed nations like US, Russia and Japan where the needs of the employees are different as it fulfills many of the employees emerging needs. This approach however, is less successful in the developing nations like the Philippines where the social and economic need of the working class is different. Meaning, in this model money is not what keeps the employees’ satisfaction but rather the parts of the organization’s life that has b een developed and makes them feel wanted. 4.   Collegial Model This model an organization is developed in a way that there is no boss nor subordinates, but all are colleagues who have to work as a team. The basis is  partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behaviour and self-discipline. The employee need that is met is self-actualization and  performance result is moderate enthusiasm. The power is shared to some degree and coach leads through inspiration. In this model, the loyalty is to the bigger goal and team responsibility rather than to an individual. Employees feel invested in the success of the company and take pride in the successful execution of goals. This model is quite effective in organisations that need to find new approaches  –   marketing teams, research and development, technology/software  –   indeed anywhere the competitive landscape is constantly changing and ideas and innovation are key competitive success factors.  4 | Page   5.   System Model  In this model, the organisation looks at the overall structure and team environment, and considers that individuals have different goals, talents and potential. The resolved of the system model is to try and balance the goals of the individual with the goals of the organisation. In this model, managers and employees are all partners in attaining their common goals and everyone feels that they are all responsible for the success of the organization. This model is what most of the organizations today are following for everyone believes that employees need more than money and security, they want something that every minute of their effort are  put into something meaningful and valuable.
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