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Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of
Autocratic - 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.
Custodial - 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.
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Supportive - 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.
Collegial - 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 employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models.
The first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregors Theory X. The next three models begin to build on McGregors Theory Y. They have each evolved over a period of time and there is no one best model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.
MODELS OF ORGANIZATIONAL BEHAVIOR
reported by Efrain G. Escarilla, Jr.
Organizations differ in the quality of the systems they develop and maintain and in the results they achieve. Varying results are substantially caused by different models of Organizational behavior. These models constitute the belief system that dominates management's thought and affects management's action in each organization.
Autocratic Model
The autocratic model depends on power. Those who are in command must have the power to demand you do thisor else, meaning that an employee who does not follow orders will be penalized.
In an autocratic environment the managerial orientation is formal, official authority. This authority is delegated by right of command over the people to whom it applies. Management believes that it knows what is best and that the employee's obligation is to follow orders. Management does the thinking; the employees obey the orders.
The psychological result for employees is dependence on their boss, whose power to hire, fire and perspire them is almost absolute.
Custodial Model
A successful custodial approach depends on economic resources. The resulting managerial orientation is toward money to pay wages and benefits. The custodial approach leads to employee dependence on the organizations. Rather than being dependent on their boss for their weekly bread, employees now depend on organizations for their security and welfare.
The custodial model is described in its extreme in order to show its emphasis on material rewards, security, and organizational dependence. Its great benefit is that it brings security and satisfaction to workers, but it does have substantial flaws. The most evident flaw is that most employees are not producing anywhere near their capacities, nor are they motivated to grow to the greater capacities of which they are capable.
Supportive Model
The supportive model depends on leadership instead of power and money. Through leadership, management provides a climate to help employees grow and accomplish in the interest of the organization the things of which they are capable. Management`s orientation is to support the employee`s job performance, rather than simply support employee benefit payments as in the custodial approach.
Supportive behavior is not the kind of behaviour that requires money. Rather, it is a part of management`s lifestyle at work, reflected in the way that it deals with other people. The manager's role is one of helping employees solve their problems and accomplish their work.
Collegial Model
The collegial model depends on management's building a feeling of partnership with employees. The result is that employees feel needed and useful. Managers are seen as joint contributors rather than as bosses.
The managerial orientation is toward teamwork. Management is the coach that builds a better team. The employee response to this situation is responsibility. The psychological result of the collegial approach for the employee is self-discipline.
In this kind of environment employees normally feel some degree of fulfillment, worthwhile contribution, and self-actualization, even though the amount may be modest in some situations. This self-actualization will lead to moderate enthusiasm in performance.
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