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TTO
OPPIICC IIN
NCCLLU
UDDEESS::

Organizational Behavior System



Elements of An Organizational Behavior System

 Managements

 Philosophy

 Values

 Vision

 Mission

 Goals



Other Factors of An Organizational Behavior System

 Organizational Culture

 Leadership Style

 Communication

 Groups Dynamics

 Quality of Work Life (QWL)

 Motivation

 Outcomes

 Performance

 Employee Satisfaction

 Personal Growth and Development

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Organizations achieve their goals by creating, communicating, and operating an
organizational behavior system. The major elements of the systems are shown in
the following figure. These systems exist in every organization, but sometimes in
varying forms.
Managements
Philosophy Values Vision Mission Goals

Formal
Organization

Organizational
Culture

Social
Environment

Informal
Organization

Leadership Communication Group Dynamics

Quality of Work Life (QWL)

Motivation

Outcomes:

 Performance

 Employee Satisfaction

 Personal Growth & Development

Outcomes:
Page 27-28 (KD)

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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
can exert some control over them.
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33

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The systems 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 elements of the system are

 Managements

 Philosophy

 Values

 Vision

 Mission

 Goals
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Maannaaggeem
meennttss PPhhiilloossoopphhyy
The philosophy of organizational behavior held by management consists of an
interrelated set of 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 are found in organizations,
they are autocratic, custodial, supportive, collegial, and system.
SSeelleecctteedd EElleem
meennttss ooff AA PPhhiilloossoopphhyy SSttaatteem
meenntt

 We are committed to quality, cost-effectiveness, and technical
excellence.

 People should treat each other with consideration, trust, and respect.

 Each person is valuable, is unique, and makes a contribution.

 All employees should be unfailingly committed to excellent performance.

 Teamwork can, and should, produce far more than the sum of individual
effort. 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.
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Maannaaggeem
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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 experience. For example, you
would not throw your expensive mobile phone from a ten-story building,
because you believe gravity would pull it downward and crush it against the
ground, and you do not want this to happen.
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44

Value premises, on the other hand, represent our view of the desirability of
certain goals and activities. If you had been very unhappy with the mobile
phones performance, then you might choose to throw it from the ten-story
building. You still accept the fact premise of gravity, but now your value
premises have been changed.
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Maannaaggeem
meennttss VViissiioonn
Vision represents a challenging portrait of what the organization and its
members can be a possible, and desirable, future.
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Miissssiioonn
An organization 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.
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Goals are relatively concrete formulation 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 managements goals needs to 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 organizational level, so substantial integration is required before a
working social system can emerge.

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, vision, mission, and goals exist in a
hierarchy of increasing specificity (philosophy is most general; goals are most
specific). These elements affect some other factors as stated later, and combine
an atmosphere that enables the organization to accomplish all the interests. The
factors are as follows:

 Organizational Culture

 Leadership Style

 Communication

 Groups Dynamics

 Quality of Work Life (QWL)

 Motivation

 Outcomes

 Performance

 Employee Satisfaction

 Personal Growth and Development
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