Introduction Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations (Aguinis & Pierce, 2008). It does this by taking a s y s t e m a p p r o a c h . That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system (Bauman, 2007). Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives (Bond, Hayes, & Barnes-Holmes, 2006; Champoux, 2002). 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 elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change. Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals (De Dreu, Carsten K. W., 2006; Gibson & Rottner, 2008; Griffin, 2007). This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment (Hayes, Bunting, Herbst, Bond, & Barnes-Holmes, 2006; Jordan, Ashkanasy, & Ascough, 2007). The culture determines the type of leadership, communication, and group dynamics within the organization (Luthans & Youssef, 2007; Mathieu & Taylor, 2007). 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 organization operates from (Mathieu & Taylor, 2006; Miner, 2003; Pearce, 2007). Models of Organizational Behavior There are four major models or frameworks that organizations 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 (Peterson & Thomas, 2007; Ramanujam & Rousseau, 2006; Rank, 2007). Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation (Sigurdsson & Austin, 2006; Smith, Tyler, & Huo, 2003). Supportive - The basis of this model is leadership with a managerial 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
(Suß, , & Kleiner, 2008; Tsui, Nifadkar, & Ou, 2007). Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is selfactualization. The performance result is moderate enthusiasm (Venkatesh, Maruping, & Brown, 2006; Walczak, 2007; Youssef & Luthans, 2007). Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models (Champoux, 2002; De Dreu, Carsten K. W., 2006). The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X (Jordan et al., 2007; Luthans & Youssef, 2007). The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm (Miner, 2003).
References
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