Models Of Organizational Behaviour

(Philosophy)

Submitted by:
KHUSHI ALTHAF
21MSRPS039

DEPARTMENT OF PSYCHOLOGY
JAIN (Deemed-To-Be University), BANGALORE
2022-2023
INTRODUCTION

Organizational Behavior - Our natural ability to generalise aids us in predicting the behaviour of
others, yet occasionally our generalisations and forecasts fall short. This occurs because we don't
thoroughly examine the patterns influencing people's behaviour at that certain time or point in
history. This necessitates comprehending and applying the systematic method for studying
organisational behaviour. The study contributes to improving our ability to predict human
behaviour, particularly that of individuals inside groups or organisations, and how such
behaviour affects an organization's effectiveness.

Almost all organisations create the models that serve as the foundation for predicting how people
will behave. This model is founded on the idea that organisational behaviour management is
concerned with its workforce, purpose, and objectives. It is observed that the majority of
businesses base their decisions on the premise that people cannot be trusted in the slightest way.
For instance, Argyris focuses on the immaturity and maturity of the people supplying the two
different viewpoints; McGregor hypotheses X and Y are built on highly conflicting assumptions.
The conceptualised organisational behaviour models would exhibit numerous variations and a
sort of continuum between the two opposing poles.

The three basic theoretical frameworks for organisational behaviour are cognitive, behaviourist,
and social learning frameworks. These frameworks were used as the foundation for the
organisational behaviour model. While the behaviourist framework developed by Ivan Pavlov
and John B. Watson focuses on observation power, Edward's cognitive theory is based on the
principles of expectation and reward. While the social theory is based on how the link between
stimuli and response is established.

Organizational Behavior Model

• Autocratic Model

• Custodial Model

• Supportive Model

• Collegial Model

1. AUTOCRATIC MODEL
This concept, which has historical evidence, gained fame throughout the industrial revolution of
the 1800s and 1900s. It grants owners and managers the authority to impose their will on staff
and to make all final decisions. According to the approach, managers should do all the thinking
while employees need to be instructed and motivated to work. "You do this or else..." is a
general dictatorship command. The entire procedure is codified with the managers, and authority
power has the right to issue orders to the people.

According to Newstrom, "the psychological outcome of the employees is dependence on their

manager, whose authority to "hire, dismiss, and perspire" is practically absolute. Employers are
paid less because they are less skilled and perform at a minimum level, but they do so grudgingly
since they also have to provide for their own needs and those of their families. However, there
are some exceptions, as many workers do give higher performance because they either would
like to achieve or have a close relationship with their employer, or they have been promised a
good reward. Nevertheless, their performance is generally below average. According to
McGregor's theory of the X assumption, managers must watch employees' work in order to
produce the intended results because employers do not accept responsibility. This paradigm can
also be related to the Likert system, which occasionally relies on coercion, force, fear, or threats
to compel responses from workers.

2. CUSTODIAL MODEL

Now is the period when managers are starting to believe that employee security, both social and
financial, is essential. Currently, managers are examining the demands of their staff members.
They have discovered that, despite the autocratic structure, staff members have a lot to say, but
that their inability to do so leads to irritation, insecurity, and violent conduct toward their boss.
They would lash out at their relatives and neighbours because they are unable to express their
emotions. This harms connections and the entire community, which frequently yields subpar
work.

Economic stability is essential for a successful custodial strategy, and many businesses are
increasingly offering this assurance in the shape of high pay scales, benefits packages, company
cars, and other forms of compensation. These rewards raise employee satisfaction levels and aid
the company in gaining a competitive edge. Employers also make an effort to "retain personnel,
limit overtime, freeze hiring, encourage job transfers and relocations, offer incentives for early
retirement, and reduce subcontracting to react to slowdowns, especially in the information
technology" in order to prevent having to lay off workers.

Employees are now encouraged by the custodial approach to demonstrate their dependence on
and allegiance to the corporation rather than the boss, managers, or supervisors. The workers in
this setting are more psychologically stressed and focused on getting paid, but it does not
necessarily mean they are highly motivated to succeed. The findings reveal that, while it has
been the best method for producing content but unproductive staff, the question of what should
be a better method still lingers. Overall though, this step had served as a springboard for
designing and constructing the following one.

3. SUPPORTIVE MODEL

The emphasis of the supporting approach is on a driven and aspirant leader. This model, along
with any incentives or reward programmes, leave no room for control or authoritative power;
instead, it focuses solely on inspiring employees through the development of a positive manager-
employee connection and the way in which they are treated on a daily basis.It claims that
workers are self-driven and capable of creating value outside of their regular roles or
responsibilities. But how do employees get motivated on their own? There is some degree of
"buy-in" in the organisational behaviour setup and the course that it follows by creating a good
environment where people are encouraged to share their views.

Through effective leadership, businesses create an environment where individuals may grow,
generate their own opinions, and take initiative. They would assume accountability and work to
better themselves. In contrast to the custodial method, managers are focused on encouraging
people to perform rather than just providing benefits.

The supporting approach is extensively used, especially in industrialised countries where

employee needs are different since it meets many of their increasing needs. In emerging
countries where the social and economic needs of the working class are different, this strategy is
less effective. In other words, in the supporting model, money does not maintain employee
contentment; rather, it is a component of the organization's existence that has been put to use and
fosters a sense of belonging in others.

4. COLLEGIAL MODEL
In this plan, an organization's structure is designed so that everyone in it is a colleague who must
operate as a team rather than a boss or a subordinate. To reach the desired pace, all of the
employees must collaborate and cooperate. Nobody is concerned about their position or prestige.
Instead of concentrating on his own personal development, the manager's position in this
scenario is similar to that of a coach, whose job it is to lead the team to success and create a
supportive and stimulating work environment. To perform better, the team must embrace new
strategies, do research and development, and use cutting-edge technologies.

Another way to put it is that the Collegial model is a development of the Supportive model. The
management's capacity to promote a sense of teamwork among the employees will determine
how well the collegial model works. The workers feel valued and needed as a result.
Additionally, they believe that managers are more than just supervisors and that they are equally
contributing to the team.Bosses and subordinates are no longer used in many workplaces in order
to ensure the success of the collegial model because these terms alienate managers from their
staff.

While others have done away with the practise of giving executives designated space. Because
any employee can now park their car in the shared lot, it is more convenient and comfortable for
them. The manager places emphasis on the team's success, but each employee is accountable for
their individual tasks and for cooperating with one another. They adhere to the standards
established by the team and are more disciplined. Employees feel satisfied in this situation since
their contributions are valued and recognised.

SUMMARY

The Philosophy model of organizational theory held by management consists of an integrated set
of assumptions and beliefs about the way things are, the purpose of these activities, and the way
they should be.