MODELS OF ORGANIZATIONAL BEHAVIOR

OB Models: Definition

• Belief systems that dominate management thoughts and affect management’s actions in each organization.

OB Models: Introduction

Autocratic Custodial Supportive Collegial

Basis of Model

Power Economic resources

Leadership Partnership

Managerial orientation

Authority Money Support Teamwork

Employee Orientation

Obedience Security and Benefits

Job performance Responsible behavior

Employee Psychological result

Dependence on boss

Dependence on organization

Participation Self-discipline

Employee needs met

Subsistence Security Status and recognition

Self actualization

Performance Result

Minimum Passive Cooperation

Awakened drives

Moderate enthusiasm

Autocratic Model

• Prevailing model of Industrial revolution.• Depends on power• Management knows best• Tight control of employees at work• Employees depend on their boss• Minimum performance for fulfilling

subsistence needs• High human costs

Custodial Model

• Evolved to offset the ill- effects of autocratic model

• Depends on economic resources of organization• Management provides welfare, security and

fringe benefits• Caring for employees at work• Employees depend on their organization• Passive cooperation for fulfilling security needs• Happy but not motivated employees

Supportive Model

• Depends on leadership and enabling climate• Management supports employee job

performance • Feeling of participation and task involvement• Employees have awakened drives for work• Stronger motivation • More successful in affluent nations

Collegial Model

• Related to a body of persons having a common purpose.

• Suits unprogrammed work, intellectual environment and considerable job freedom

• Depends on management’s building a feeling of partnership with employees

• Management emphasizes team work.• Employees become self disciplined and feel self

actualization• Enhanced responsibility and quality of work

Conclusions

• Evolving usage

• Relation of models to human needs

• Increasing use of some models

• Contingent use of all models

• Managerial flexibility