Republic of the Philippines

Tarlac State University

COLLEGE OF PUBLIC ADMINISTRATION AND GOVERNANCE
Graduate School Program
Romulo Blvd., San Vicente, Tarlac City

A Report Paper on

Chapter 2
MODELS OF ORGANIZATIONAL BEHAVIOR
Chapter 3
MANAGING COMMUNICATIONS

In Partial Fulfilment
Of the Requirements for the Course
MPA-HM 503
HEALTH ORGANIZATION BEHAVIOR

Submitted to:

RICARDO P. RAMOS, MD, MHA

Instructor

By:

VICTOR SANDINO S. MOLINA

July 2016

CHAPTER 2: MODELS OF ORGANIZATIONAL BEHAVIOR

Elements of the System
Philosophy Model- consisting of an integrated set of assumptions of beliefs about
the ways things are, the purpose of these activities, and the way they should be.

Fact Premises- descriptive view of how the world behaves.

Value Premises- view of the desirability of certain goals and activities.

VISION, MISSION, GOALS

1. Vision- represents a challenging portrait of what the organization and its
members can be, a possible, desirable future.
2. Mission- identity of the organization. The market niches it tries to serve, the
types of customers it is likely to have, and the reasons for its existence.
3. Goals- concrete formulations of achievements the organization is aiming for
within set of periods of time, such as one to five years.

THEORY X

is a traditional set of assumptions about people. It assumes that most people

dislikes work and will try to avoid it if they can.
Employees are perceived to be self-centered, indifferent to organizational
needs, and resistant to change.

THEORY Y

Implies a more humanistic and supportive approach to managing people.

It assumes that people are not inherently lazy.
Employees are capable of exercising self-direction and self-control in the
service of objectives to which they are committed.

AUTOCRATIC MODEL

Depends on power.
Those who are in command must have the power to demand you do thisor else!.
Managerial orientation is formal official authority.
Obedience to boss instead of respect for managers.

CUSTODIAL MODEL

Custodial approach depends on economic resources.

Managerial orientation is toward money to pay wages and benefits.

Security needs as motivating force

Employee dependence on the organization.

Passive cooperation is yielded, not motivation.

SUPPORTIVE MODEL

Principle of supportive relationship

Depends on leadership instead of power

Employee orientation is on job performance

Psychological result is participation

Employee needs met by status and recognition

Performance result is awakened drives

COLLEGIAL MODEL

Body of people working together cooperatively.

Team concept.

Building of feeling of partnership with employees.

Managerial orientation is toward teamwork.

Sense of responsibility.

Obligation to provide others with high quality.

They also feel an obligation to uphold quality standards that will bring credit
to their jobs, themselves and the company.

SYSTEM MODEL

Basis of model include trust, community and meaning

Managerial orientation is about caring and compassion

Employee orientation is psychological ownership

Psychological result is self-motivation

Passion and commitment to organizational goals is the performance goals.

CHAPTER 3 MANAGING COMMUNICATIONS

Communication
Communication is the ever present activity by which people relate to one
another and combine their efforts and is necessary to perpetuate the health
of the organization.
Reduced efficiency of communication is due to blockage of key information or
restriction at various points throughout the organization.

BARRIERS TO EFFECTIVE COMMUNICATION

A. Physical Barriers
sudden distracting noise
distance
any blockage
B.

Semantic Barriers
Jargons-specialized language of a group-medical jargons
Interpretation of symbols on the basis of our assumptions instead of the facts

TYPES OF COMMUNICATION
A. Downward Communication

Employee meetings
PowerPoint presentation
Colorful booklets
Memorandum
Office Orders
Job Instructions
Performance feedback

B. Upward Communication

Organizational silence- conscious or unconscious withholding of information

about potential problems or issues on the part of employees.

Filtering- bypassing

Need for response

Distortion is disruptive and unethical

Bottom up

Participative management systems

Job satisfaction surveys

Questioning

Listening

C. Lateral Communication

Cross communication-across chain of commands

Networking- is a group of people who develop and maintain contact to
exchange information informally, usually about a shared interest. It could
exist outside a company, usually they are built around external interests,
such as recreation.

D. Social Network and E-communication

Millennials

Born between 1980-2000

Social media and digital technologies

Email, Facebook, Skype

Smartphones, tablets and laptops

E. Informal Communication

Grapevine communication

Maybe verbal or written

Cluster chain

Liaison individuals

Rumor- ambiguity and interest, it tends to change as it passes from person to

person.
Each line in the chain tends to inform a cluster of other people instead of only
one person. Rumor is grapevine information that is communicated without
secure standards of evidence being present.