MODELS OF ORGANIZATIONAL BEHAVIOUR

Models are the techniques which help us to understand complex things

and ideas in a clear manner.
All the models of organizational behaviour are broadly classified into four
types:
autocratic,
custodial,
supportive
and collegial
O.B. is the study of human behaviour in organizations, the interface
between human behaviour and the organization and the organization itself.
The following figures shows, this interrelationship clearly
S-O-B-C Model of human behaviour.

Model of Organizational Behaviour.

The Autocratic Model

The basis of this model is power with a managerial orientation of
authority. The employees in turn are oriented towards obedience and
dependence on the boss. The employee need that is met is subsistence.
The performance result is minimal.
In case of an autocratic model, the managerial orientation is doctorial.
The managers exercise their commands over employees. The managers
give orders and the employees have to obey the orders. Thus, the
employees orientation towards the managers/bosses is obedience. Under
autocratic conditions, employees give higher performance either because
of their achievement drive or their personal liking to the boss or because of
some other factor.
Evidences such as the industrial civilization of the United States and
organizational crises do suggest that the autocratic model produced results.
However, its principal weakness is its high human cost. The combination of
emerging knowledge about the needs of the employees and ever changing
societal values and norms suggested managers to adopt alternative and
better ways to manage people at work. This gave genesis to the second
type of models or organizational behaviour.
The Custodial Model
The basis of this model is economic resources with a managerial
orientation of money. The employees in turn are oriented towards security
and benefits and dependence on the organization. The employee need that
is met is security. The performance result is passive cooperation.
While studying the employees, the managers realized and recognized
that although the employees managed under autocratic style do not talk
back to their boss they certainly think back about the system. Such
employees filled with frustration and aggression vent them on their coworkers, families and neighbors. This made the managers think how to
develop better employee satisfaction and security. It was realized that this
can be done by dispelling employees' insecurities, frustration and
aggression. This called for introduction of welfare programmers to satisfy
security needs of employees. Provision for an on site day-care centre for
quality child care is an example of welfare programme meant for
employees. Welfare programmes lead to employee dependence on the
organization. Stating more accurately, employees having dependence on
organization may not afford to quit even there seem greener pastures
around. The basis of this model is partnership with a managerial orientation

of teamwork. The employees in turn are oriented towards responsible

behavior and self-discipline.
The Supportive Model
The basis of this model is leadership with a managerial orientation of
support. The employees in turn are oriented towards job performance and
participation. The employee need that is met is status and recognition. The
performance result is awakened drives.
The supportive model is founded on leadership, not on money or
authority. In fact, it is the managerial leadership style that provides an
atmosphere to help employees grow and accomplish their tasks
successfully. The managers recognize that the workers are not by nature
passive and disinterested to organizational needs, but they are made so by
an inappropriate leadership style. The managers believe that given due and
appropriate changes, the workers become ready to share responsibility,
develop a drive to contribute their mite and improve themselves. Thus,
under supportive approach, the management's orientation is to support the
employee's job performance for meeting both organizational and individual
goals.

The Collegial Model

The collegial model is an extension of the supportive model. As the literal
meaning of the work 'college' means a group of persons having the
common purpose, the collegial model relates to a team work/concept. The
basic foundation of the collegial model lies on management's building a
feeling of partnership with employee. Under collegial approach, employees
feel needed and useful. They consider managers as joint contributors to
organizational success rather than as bosses.
Its greatest benefit is that the employee becomes self-discipline. Feeling
responsible backed by self-discipline creates a feeling of team work just like
what the members of a football team feel. The research studies report that
compared to traditional management model, the more open, participative,
collegial managerial approach produced improved results in situations
where it is appropriate.

NATURE & SCOPE:

1. A Separate Field of Study and not a Discipline Only

By definition, a discipline is an accepted science that is based on a

theoretical foundation. But, O.B. has a multi-interdisciplinary orientation
and is, thus, not based on a specific theoretical background. Therefore, it is
better reasonable to call O.B. a separate field of study rather than a
discipline only.
2. An Interdisciplinary Approach
Organizational behaviour is essentially an interdisciplinary approach to
study human behaviour at work. It tries to integrate the relevant knowledge
drawn from related disciplines like psychology, sociology and anthropology
to make them applicable for studying and analysing organizational
behaviour.
3. An Applied Science
The very nature of O.B. is applied. What O.B. basically does is the
application of various researches to solve the organizational problems
related to human behaviour. The basic line of difference between pure
science and O.B. is that while the former concentrates of fundamental
researches, the latter concentrates on applied researches. O.B. involves
both applied research and its application in organizational analysis. Hence,
O.B. can be called both science as well as art.

4. A Normative Science
Organizational Behaviour is a normative science also. While the positive
science discusses only cause effect relationship, O.B. prescribes how the
findings of applied researches can be applied to socially accepted
organizational goals. Thus, O.B. deals with what is accepted by individuals
and society engaged in an organization. Yes, it is not that O.B. is not
normative at all. In fact, O.B. is normative as well that is well underscored
by the proliferation of management theories.
5. A Humanistic and Optimistic Approach
Organizational Behaviour applies humanistic approach towards people
working in the organization. It, deals with the thinking and feeling of human
beings. O.B. is based on the belief that people have an innate desire to be
independent, creative and productive. It also realizes that people working in
the organization can and will actualize these potentials if they are given
proper conditions and environment. Environment affects performance or
workers working in an organization.

6. A Total System Approach

The system approach is one that integrates all the variables, affecting
organizational functioning. The systems approach has been developed by
the behavioural scientists to analyse human behaviour in view of his/her
socio-psychological framework. Man's socio-psychological framework
makes man a complex one and the systems approach tries to study his/her
complexity and find solution to it

SCOPE of Organizational Behaviour

The three internal organizational elements viz., people, technology and
structure and the fourth element, i.e., external social systems may be taken
as the scope of O.B.
1. People
The people constitute the internal social system of the organization. They
consist of individuals and groups. Groups may be large or small, formal or
informal, official or unofficial. They are dynamic. They form, change and
disband. Human organization changes everyday. Today, it is not the same
as it was yesterday. It may change further in the coming days. People are
living, thinking and feeling being who created the organization and try to
achieve the objectives and goals. Thus, organizations exist to serve the
people and not the people exist to serve the organization.
2. Structure
Structure defines the sole relationship of people in an organization.
Different people in an organization are given different roles and they have
certain relationship with others. It leads to division of labour so that people
can perform their duties or work to accomplish the organizational goal.
Thus, everybody cannot be an accountant or a clerk. Work is complex and
different duties are to be performed by different people. Some may be
accountant, others may be managers, clerks, peons or workers. All are so
related to each other to accomplish the goal in a co-ordinated manner.
Thus, structure relates to power and duties. One has the authority and
others have a duty to obey him.

3. Technology
Technology imparts the physical and economic conditions within which
people work. With their bare hands people can do nothing so they are given
assistance of buildings, machines, tools, processes and resources. The
nature of technology depends very much on the nature of the organization
and influences the work or working conditions. Thus, technology brings
effectiveness and at the same restricts people in various ways.
4. Social System
Social system provides external environment which the organization
operates. A single organization cannot exist also. It is a part of the whole.
One organization cannot give everything and therefore, there are many
other organizations. All these organizations influence each other. It
influences the attitudes of people, their working conditions and above all
provides competition for resources and power.
O.B. is the study of human behaviour at work in organizations.
Accordingly, the scope of O.B. includes the study of individuals, groups and
organization/structure. Let us briefly reflect on what aspects each of these
three cover.
Individuals
Organizations are the associations of individuals. Individuals differ in
many respects. The study of individuals, therefore, includes aspects such as
personality, perception, attitudes, values, job satisfaction, learning and
motivation.
Groups of Individuals
Groups include aspects such as group dynamics, group conflicts,
communication, leadership, power and politics and the like.

CHALLENGES FACED BY MANAGEMENT

Responding to Economic Pressures
During difficult economic times, effective management is often at a
premium. Anybody can run a company when business is booming, because
the difference between good and bad management reflects the difference
between making a lot
of money and making a lot more money. When times are bad, though,
managers
are on the front lines with employees who must be fired, who are asked to
make do with less, and who worry about their futures. The difference

between good and bad management can be the difference between profit
and loss or, ultimately, between survival and failure.
Responding to Globalization
The world has become a global village. In the process, the managers job
has
Changed:
Increased Foreign Assignments
Working with People from Different Cultures
Overseeing Movement of Jobs to Countries with Low-Cost Labor
Managing Workforce Diversity
One of the most important challenges for organizations is adapting to
people who are different. We describe this challenge as workforce diversity.
Whereas globalization focuses on differences among people from different
countries, workforce diversity addresses differences among people within
given countries. Workforce diversity acknowledges a workforce of
women and men; many racial and ethnic groups; individuals with a variety
of physical or psychological abilities; and people who differ in age and
sexual orientation. Managing this diversity is a global concern.
Improving Customer Service
OB can help managers to achieve this goal and, more generally, can
contribute to improving an organizations performance by showing
managers how employee attitudes and behavior are as sociated with
customer satisfaction. Many an
organization has failed because its
employees failed to please customers. Management needs to create a
customer-responsive culture. OB can provide considerable guidance in
helping managers create such culturesin which employees are friendly
and courteous, accessible, knowledgeable, prompt in responding to
customer needs, and willing to do whats necessary to please the customer.
Creating a Positive Work Environment
A real growth area in OB research is positive organizational scholarship
(also called positive organizational behavior ), which studies how
organizations develop human strengths, foster vitality and resilience, and
unlock potential.
Researchers in this area say too much of OB research and management
practice has been targeted toward identifying whats wrong with
organizations and their employees. In response, they try to study whats
good about them. 23 Some key independent variables in positive OB
research are engagement, hope, optimism,
and resilience in the face of strain.