The System Model
The system model is an emerging model of organizational behavior. It is the result of a powerful search for higher meaning at work by many of today’s employees. They want just a paycheck and job security from their jobs. Since they are being asked to spend many hours of their day at work, they want a work context, where there is ethical, infused with integrity and trust, and provides an opportunity to feel the feelings of the community among colleagues.
To accomplish this, managers must increasing a sense of caring and compassion and be sensitive to the needs of a diverse workforce with rapidly changing needs that are complex personal and family needs.
The system model reflects the values of organizational behavior, where managers focus their attention on employees feelings of hope, optimism, self-confidence, empathy,, esteem, courage, and resiliency. Managers using the system model carefully to protect and nurture their employees to develop a positive workplace culture that leads to organizational success. Managers at all levels need to display two key ingredients: authenticity and social intelligence.
Under the system model, managers try to convey to each employee, “You are an important part of our whole system. We sincerely care about each of you. We want to join together to achieve a better product of service, local community, and society at large. We will make products that are environmentally friendly.” The role of a manager becomes one of facilitating employee accomplishments through a variety of actions.
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Many employees embrace the goal of organizational effectiveness in response and recognize the mutuality of company employee obligations in a system viewpoint. They experience a sense of psychology ownership for the organization and its products or services. They go beyond the self-discipline until they reach a state of self-motivation, in which they take responsibility for their own goals or actions. As a result, the employee needs are met but often include the highest-order needs (e.g. social, status, esteem, autonomy, self-actualization). Because it provides employees an opportunity to acquire these needs through their work as well as understand the organization’s perspectives. This new model can engender employees’ passion to organizational goals. They are inspired, they feel important, they believe in the usefulness of their system for the common good. Their hopes are built around what the system accomplishes rather than solely what they as individuals can do.
