MODELS OF

ORGANISATIONAL BEHAVIOR
 Introduction
Top management’s models are particularly important to identify, for the
underlying model that exists within a firm’s chief executive officer tends
extend throughout that firm. For this reason, models of organizational
behavior are highly significant.

Classification models of OB:

There are five models of OB
1. Autocratic model
2. Custodial model
3. Supportive model
4. Collegial model
5. System model

Autocratic model:

In this model we can find that this model relies on power. For example,
managers have the ability, authority to control their employees and the
employee’s performance in this stage will be much lower than expected.

Short notes of this model:

1. Depends on power
2. Managerial orientation is authority
3. Employee orientation is obedience
4. Employee result depends on boss
5. Employee needs met is subsistence
6. Performance result is minimum
Example: Defense team, because here officer hold power and authority
to obey them and thus soldiers are obedient to execute officer’s order.
Custodial model:

This model usually depends on economic resources (money). For

instance, managers can simulate their employees by offering them
facilities, and benefits, but in this model the employee’s won’t work as a
team (Less sharing with others) because everyone will depend on hi s
self to get more benefits than the others.

Short notes of this model:

1. Depends on economical resource
2. Managerial orientation is money
3. Employee orientation is security and benefit
4. Employee psychological result depends on organization
5. Employee needs met is security
6. Performance result is passive cooperation
Example: Garments factory, because here it is based on economical
resource. Here labors execute their job for security and benefit, again
here if an organization do well then employee get better benefit.

Supportive model:

This model relies on leadership. For example, managers support their

employees by encouraging, and supporting them to perform a better job,
get along with each other and as well as developing their skills. The
Performance results will be awakened drives.

Short notes of this model:

1. Depends on leadership
2. Managerial orientation is support
3. Employee orientation is job and performance
4. Employee psychological result is participation
5. Employee needs met is status and recognition
 6. Performance result is awakened drives
Example: Software firm, because here leaders support there employee to
perform their tasks or their project.

Collegial model:

This model means that employees depend on each other cooperatively

and work as a team to do the task. Everyone will be having a normal
enthusiasm self-discipline, and responsible behavior towards their tasks.

Short notes of this model:

1. Depends on partnership
2. Managerial orientation is teamwork
3. Employee orientation is responsible behavior
4. Employee psychological result is self discipline
5. Employee needs met is self actualization
6. Performance result is moderate enthusiasm
Example: Social organization such as willingly blood donation
organization BADHON, because here every one work as teamwork and
each member takes responsibilities for organizational goal. Each
member works here only for self actualization.
Table of five models of OB:

Autocratic Custodial Supportive Collegial

Basis of Power Economical Leadership partnership

Model Resource

Managerial Authority Money Support Teamwork

Orientation

Employee Obedience Security Job Responsible

orientation & & Behavior

Benefit Performance

Employee Depends Depends Partnership Self

Psychological On On Discipline

Result Boss Organization

Employee Subsistence Security Status Self

Needs met & Actualization

Recognition

Performance Minimum Passive Awakened Moderate

result Cooperation Drives Enthusiasm

Example Defense Garments Software Social

Team Factory Firm Organization

BADHON
Challenges of OB
Improving People
 Technological changes, structural
changes, environmental changes are
accelerated at a faster rate
 employees and executives required skills
to adapt those changes
 Designing an effective performance
appraisal system with built-in training
facilities
 As lower level employee move towards
upward direction, their roles will be
remarkably changed and expected to
have more of human relations and
Improving Quality and
Productivity
 Quality is the extent to which the
customers or users believe the product
or service surpasses their needs and
expectations.
 How Quality can be assure
 Total Quality Management (TQM)
 Reengineering
 managers need to understand that any
efforts to improve quality and productivity
must influence their employees.
 Identifying training needs and relating
them with individual capabilities and
requirements is must.
Managing Workforce Diversity
 This refers to employing different categories
of employees who are heterogeneous in
terms of gender, race, relation, community
etc.
 The primary reason to employ heterogeneous
category of employees is to tap the talents
and potentialities, harnessing the
innovativeness, obtaining synergetic effect
among the divorce workforce
 Managers have to shift their philosophy from
treating everyone alike to recognizing
individual differences and responding to
those differences in ways that will ensure
employee retention and greater productivity
while, at the same time not discriminating
Responding to
Globalization
 Today’s business is mostly market driven;
wherever the demands exist irrespective of
distance, locations, climatic conditions, the
business operations are expanded to gain
their market share and to remain in the top
rank
 manager have to manage a workforce that is
likely to have very different needs, aspirations
and attitudes from the ones that they are
used to manage in their home countries.
 main personality traits required for expatriate
managers is to have sensitivity to understand
the individual differences among people and
exhibit tolerance to it.
Empowering People
 delegating more power and responsibility
to the lower level of employees and
assigning more freedom to make choices
about their schedules, operations,
procedures and the method of solving
their work-related problems
 The executive must learn to delegate
their tasks to the subordinates and make
them more responsible in their work.
 managers have to learn how to give up
control and employees have to learn how
to take responsibility for their work and
make appropriate decision.
Coping with ‘Temporariness
 In recent times, the Product life cycles
are slimming, the methods of
operations are improving, and
fashions are changing very fast.
 Managers and employees must learn
to cope with temporariness. They
have to learn to live with flexibility,
spontaneity, and unpredictability
Improving Ethical behavior
 Members of organization are
increasing finding themselves facing
ethical dilemmas.
 What constitutes good ethical
behavior has never been clearly
defined
 Managers have to write and
distributes code of ethics to guide
employee through ethical dilemmas.
 Managers needs to create an ethically
healthy climates
Stimulating Innovation and
change
 Successful organization must promote
innovation and master the art of
change
 An organization employees can be
force for innovation and changes or
they can be a major stumbling block.
 The challenges for manager is to
stimulate their employees creativity
and tolerance for change.