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 Power Economic Leadership Partnership
Model resources
Managerial Authority Money Support Teamwork
orientation
Employee Obedience Security and Job performance Responsibl
Orientation Benefits e behavior
Employee Dependence on Dependence on Participation Self-
Psychologic boss organization discipline
al result
Employee Subsistence Security Status and Self
needs met recognition actualizatio
n
Performance Minimum Passive Awakened Moderate
Result Cooperation drives 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