Sequence

1. Sequence • Intro • Purpose • Elements of Org • Org Model • McGregor’s Theory • Japanese OB • Conclusion

2. Model of Org Introduction: Century ago employees were used as “Hands” and Employers used to view that they were purchasing the commodity “labour” ie skill of the hands of employees. - Org have undergone sea changes during the last 02 centuries. • Old rules are replaced by new ones to attract their workers. • These work rules vary across org, time and culture. [Days changed to OSS, Front Desk Executive etc]

3. KNOWLEDGE

4. OB is the study and application of knowledge about how people, individuals, and groups act in org. • That is, it interprets people-org relationships in terms of the whole person, whole group, whole org, and whole social system. • Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives

5. OB System • Org achieve their goals by creating and operating an OB system. • Major element of good OB system are cautiously created and regularly examined and updated. • To meet emerging need. • The prime purpose of OB systems are to identify and manipulate human and organizational variables that affect org.

6. Philosophy (Model) Fact Premises Value Premises Autocratic Custodial Supportive Collegial System Elements of OB System

7. The org's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal org, informal org, and the social environment. • The culture determines the type of leadership, communication, and group dynamics within the org.

8. The workers perceive this as the quality of work life which directs their degree 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 org operates from. The philosophy of OB stems from 2 sources- Fact Premises and Value Premises [Throwing off a camera down from storey].

9. Fact Premises: The camera will drop on grd and smashed. • Value Premises: Due to unhappiness against its performance • Vision- represents a challenging portrait of what the org and its members can be a possible and desirable, future,. Where org should go and what major changes and challenges lie ahead. The next is to achieve the goal by all of the org.

10. Mission-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. • Goal-are relatively concrete formulations of achievements the org is aiming for within set periods of time, It is set at highest level. • Autocratic • Custodial • Supportive • Collegial • System

11. Models of OB • There are four major models or frameworks that org operate out of: • Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.

12. Autocratic ModelThe 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 it applies.Under autocratic environment the employee 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. It is not complete failure

13. TheCustodial ModelA successful custodial approach depends on economic resources.The resulting managerial orientation is toward money to pay wages and benefits.Manager study his employees. Since employees’ physical needs are already reasonably met, the employer looks to security needs as a motivating force. If an organization does not have the wealth to provide pensions and pay other benefits, it cannot follow a custodial approach.The custodial approach leads to employee dependence on the organization. Rather than being dependence on their boss for their weekly bread, employees now depend on org for their security and welfare..

14. Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits.As a result of their treatment, they are well maintained and contended. However, contentment does not necessarily produce strong motivation; it may produce only passive cooperation. The result tends to be those employees do not perform much more effectively than under the old autocratic approach

15. Employees sy remains a high priority. • The Supportive ModelThe supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interests of the org the things of which they are capable.The leader assumes that workers are not by nature passive and resistant to organizational needs, but that they are made so by an inadequately supportive climate at work.

16. They will take responsibility, develop a drive to contribute, and improve themselves if management will give them a chance. Management orientation, therefore, is to support the employee’s job performance rather than to simply support employee benefit payments as in the custodial approach.Since management supports employees in their work, the psychological result is a feeling of participation and task involvement in the org. Employee may say “we” instead of “they” when referring to their org.

17. Supportive behaviour is that behaviour require money rater a life style • Managers help employees to solve their problem. Employees are more strongly motivated than by earlier models because of their status and recognition needs are better met. Thus they have awakened drives for work.

18. The Collegial ModelA useful extension of the supportive model is the collegial model. The term “collegial” relates to a body of people working together cooperatively.The collegial model depends on management’s building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are contributing also, so it is easy to accept and respect their roles in their organization. Managers are seen as joint contributors rather than as bosses.The managerial orientation is toward teamwork. Management is the coach that builds a better team

19. The employee’s response to this situation is responsibility. For example employees produce quality work not because management tells them to do so or because the inspector will catch them if they do not, but because they feel inside themselves an obligation to provide others with high quality. They also feel an obligation to uphold quality standards that will bring credit to their jobs and company.The psychological result of the collegial approach for the employee is self-discipline. Feeling responsible, employees discipline themselves for performance on the team in the same way that the members of a football team discipline themselves to training standards and the rules of the game.

20. In this kind of environment employees normally feel some degree of fulfillment, worthwhile contribution, and self-actualization, even though the amount may be modest in some situation. This self-actualization will lead to moderate enthusiasm in performance.

21. The System Modelmanagers must increasingly demonstrate a sense of caring and compassion, being sensitive to the needs of a diverse workforce with rapidly changing needs and complex personal and family needs.In response, many employees embrace the goal of organizational effectiveness, and reorganize the mutuality of company-employee obligations in a system viewpoint. They experience a sense of psychological ownership for the organization and its product and services.

22. Theory of OB-Org differ in nature and system they develop & maintain and in result they achieve.McGregor given theory X and Theory Y (also known as Paradigms or Frame of Work) Per learn, grow and contribute

23. Theory X -Typical per dislikes work -Typical per lacks responsibility -Most pers to be coerced, controlled, threatened to work, Theory Y -Pers work as natural as they play & rest -Pers are not inherently lazy but are made -Pers exercise self direction & self Control -Pers have pot and keen to accept responsibility. They have imaginations, ingenuity, and creativity McGregor

24. Japanese Model KAIZEN KAIZEN means gradual but endless little improvements. It is every body’s business. KAIZEN is an ongoing process. KAIZEN is a process oriented thinking. Japan is a process oriented society

26. In Japan one Manger to spend at least 50% of his time in improvement. • Japanese think the management should pursue the 5 objects • Management has to achieve max quality with max efficiency • Maintain min inventory • Eliminate hard work • Use facility to attain max quality and efficiency and minimize effort. • Maintain a questioning and open minded attitude for constant improvement based on team work and cooperation

27. In Japan management has 2 major components: • Maintenance and • Improvement • Maintenance (Refers to activities technological, managerial ie is SOPs iro rules, regulations, procedures, discipline, and operational standards)

28. Improvement • Discipline • TQM • Kamban • Quality improvement • Just in time • Zero defects • Small group activities • Comparative labour management relations • Productivity improvement • New product development • Improvement (Refers improving current standards,) • Maintenance • Customer orientation • TQC • Robotic • QC Circle • Suggestion system • Automation

29. USA is result oriented thinking. No result means failure. • No matter hard you work lack of results will bring poor personal rating and lower income.