Models of Organisational Behaviour:

The model oof OB is basically concerned with behaviour on the part of managers at their top level. The
way in which these managers think and approach their subordinate and employees is dominated by the
belief system in the minds of top level managers. The model is in the belief system. The actions oof
management flow from the model. Hence, it is importance and effectiveness of their own models and of
other’s models.

Models are also called paradigms. They are framework of possible explanations about how things work,
why people work, why people behave in particular way, what could be done to induce people to behave the
way management wants them to behave.
The model is based on certain assumptions about people. They lead to certain interpretation, implications
and predictions of events.

Keith Davis I his book “Human Relations at Work : The Dynamics of Organisational Behaviour” published
in 1967, identified four important models of OB, as follows.
Four Models of Organisational Behaviour
(1) Autocratic Model,
(2) Custodial Model,
(3) Supportive Model and
(4) Collegial Model.

1.The Autocratic Model :

This is probably the oldest model. The underlying basic assumption is that management is the best known
of everything and employees know very little. It further assumes that employees are not enthusiastic about
their work. Hence, management should use power and force people to work. Managers command – give
orders and expect employees to follow, to obey without asking any questions. If orders are not followed,
employees will be penalized. Management should do the thinking and employees should only obey the
orders. This traditional view of management orientation is official authority.

Under autocratic conditions, the employees orientation is obedience too a boss (and respect for a
manager.) The power of the boss is absolute and employees have dependence on their boss. The boss thinks

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that employees are giving minimum performance and therefore deserve to get minimum remuneration. The
boss also thinks that employees have to satisfy their subsistence needs for which they are ready to give
minimum performance. Employees giving higher performance are considered as ‘exceptions’.

Although this model involves high human cost, it was very much used inn the past. It was not a
complete failure. Even today this model exists in verying degrees in some organisations. It is recommended
to be used to face organizational crises. However, general experience is that this model gives only moderate
results.

Better ways to manage emerged out of the combination of emerging knowledge about the needs of
employees and changing values in socity.

2. The Custodial model:

This model emerged out of the attempt to remove the weaknesses of the autocratic model. Employees
experienced insecurity, frustrations and aggression towards their boss. They did not talk back to their boss ,
but their suppressed feelings and anger found outlet in the form of disputes with family members and
neighbours.

Progressive employers thought about the way to develop better employees satisfaction and security . They
started providing welfare facilities to labour.

A custodial model took birth when employers ( and unions and government ) started taking care of the
security needs of workers. Employee security remains a high priority for lakhs and crores of workers.
A successful custodial model depends on economic resources . An organisation cannot follow this model if
it lacks money to provide benefits to the employees.

This model leads to employee’s dependence on the organisation. This model can keep the employees happy
and contented. But it cannot motivate them strongly. They may give only passive co-operation. The
potentials of people are not converted in to excellent performance.
A series of studies at the university of Michigan in the 1940s and 1950s reported that “the happy employees
is not necessarily the most productive employee”.

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The model is not totally worth discarding. Iris a mistake, however to presume that “the final answer” is
obtained in this model. Hence, people continued their efforts to find something better in addition to
previous model.

3. The Supportive Model :

The Supportive model is built up on leadership instead of power or money. The manager as a leader
assumes that employees are not by nature passive and resistant to organizational needs. If they are passive
and resistant to the needs of organization, it is the result of lack of adequate support from management. If
management provides a good support to employees and gives them a chance to improve, they will take
responsibility and contribute in better ways. Thus, supportive model implies management’s orientation to
support the employee’s job performance.

This model leads to a feeling of participation and task involvement in the organization. The status and
recognition of need of employees are satisfied in a better way. The role of the manager is helping
employees to solve their problems.

This model tends to be more useful in developed countries because it awakens employee drives towards a
wide range of needs. It cannot achieve the same success in developing countries, at present. However, with
economic development, this model will become more relevant in future for developing countries.

4. The Collegiate Model :

This is an extension of the Supportive model. The term collegial denotes “a body of persons having a
common purpose.” It is a team concept.

The model was tested in research laboratories and subsequently it was introduced in other work situations.
The intellectual jobs and job freedom.
Under this model, the management builds a feeling of partnership with employees. Consequently, they feel
that they are significant and useful. Managers are experienced as joint contributors rather than as bosses.

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The managerial orientation is towards teamwork. Management is like a coach that builds a better term. The
employees respond by being more responsible. They develop self – discipline. They enjoy a sense of
fulfillment and achieve self – actualization. All this can lead to moderate enthusiasm in their performance.

 Choice of a Model:

Models evolve over a period of time. A single model cannot be prescribed as the best, irrespective of the
situation. Autocratic model is not totally discarded. Each model has its role in different circumstances.

The management has to identify the model it is actually using and then evaluate its current effectiveness.
Self-examination is a difficult task for managers because managers may talk about one model but may be
using another.

The managers have to keep the model flexible and update. There is a great danger in model rigidity.
Changing nature of people and conditions demand new responses from managers. Managers should be
receptive to new challenges posed by changing times.

The summary of the 4 models as shown by Keith Davis is presented below.

Summary of the Four Models of OB

Autocratic Custodial Supportive Collegial

Basis of model Power Economic Leadership Partnership

resources
Managerial Authority Money Support Teamwork
Orientation
Employee Obedience Security and Job performance Responsible
Orientation benefits behavior
Employee Dependence on Dependence on Participation Self-discipline
Psychological boss organization

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 result
Employee needs Subsistence Security Status and Self-actualization
met recognition
Performance Minimum Passive co- Awakened drives Moderate
result operation enthusiasm

Reference book: Organizational Behaviour (Phadke Prakashan)

By- S.S. Mankar & C.N. Limaye.
Page No.: 09 to 12.