MODELS OF

ORGANIZATIONAL
BEHAVIOUR

Dr. Yogesh Daudkhane

Faculty - HRM

THE AUTOCRATIC MODEL

2

This Model depends upon POWER

Disobedient employee is penalized.
Managerial orientation is Formal.
It is assumed that employees need to be
directed, pressurized & put into
performance.
It leads to tight CONTROL on employees
Employees dont respect the authority
but out of fear performs the task.

ADVANTAGS &
DISADVANTAGES

It is successful way to accomplish the work.

Useful when no alternatives are available
Useful during crisis period & for result
oriented activities
Useful for unskilled & semiskilled workers.
Majority of employees gives minimum
performance
High human cost is involved
Employees feel in secured, aggressive &
frustrated towards the authority

THE CUSTODIAL MODEL

4

In this Model employee is largely

dependent on ORGANIZATION rather
than Boss.
Security & welfare needs are fulfilled by
the organization
Managerial orientation is towards MONEY
to pay wages & benefits.
Success of this approach depends
upon economic resources.

ADVANTAGS &
DISADVANTAGES

Employees feel psychologically free as they

get rewards & benefits
Because of rewards & perks they are happy
& feels secured.
They might not be strongly motivated & may
give passive co operation
Most employees dont use their full capacity
& are not motivated
A happy employee is not necessarily
the most productive employee.

THE SUPPORTIVE MODEL

6

This model depends on LEADERSHIP rather than

power or money.
This model assumes that workers are active in
nature.
Through Leadership they can get proper
direction & can be motivated.
The managerial orientation is to support
employees job performance.
WE feeling is created in this model
The manager helps employees to solve
the problem & to achieve their goals.

ADVANTAGS &
DISADVANTAGES

This model works well both with

employees & employer
Employees are active & shows more
performance
Useful in developed country rather than
developing one
In competent leadership may create
problem
Groupism may take place in organization

THE COLLEGIAL MODEL

8

It is an extension of Supportive model

The term Collegial refers to body of persons
working for common purpose.
A sense of partnership is been created in this
model, which leads to attachment of
employees
Managers are seen as Joint Contributors rather
than Bosses.
Employees work hard as they feel that its their
duty & the same feeling comes from within.

ADVANTAGS &
DISADVANTAGES

This model cultivates Self discipline

among employees.
Employees are found self motivated
Team work is the key here which shows
wonderful results.
Useful mainly for intellectual type of
employees.
Team Conflicts may lead to crash down
of activity

COMPARATIVE ANALYSIS OF
MODELS

ALL

10

AUTOCRATI
C

CUSTODIA
L

SUPPORTI
VE

COLLEGIAL

Power

Eco.
Resources

Leadership

Partnership

MANAGERI
AL
ORIENTATI
ON

Authority

Money

Support

Teamwork

EMPLOYEE
ORIENTATI
ON

Obedience
& fear

Security &
benefits

Job
performanc
e

Responsible
behaviour

BASIS OF
MODEL

EMPLOYEE Dependence Dependence Participation

S
on boss
on
PSYCHOLO
organization
GICAL
RESULT
EMPLOYEE

Subsistence

Security

Status &

Self
discipline

Self

S O B C MODEL
11

This model is based on the assumption that every behavior is caused. What we see are
the consequences of the behavior shown by organism due to stimulus. This model can be
diagrammatically shown as follows:
Stimulus
..
(Cause)

Organism
(Individual)

Behavior

..

(Actions)

Consequences

..

(Results)

The Stimulus is the cause that may be overt or covert, physical,

social, psychological, technological, environmental etc.
The Organism can be individual or a group. They have cognitive
mediators with physiological existence.
The Behaviour is the action which individual takes
The Consequences are expressed as the results that may be overt
or covert. Positive or negative and can have effects on
environmental dynamics and applications.
SOBC model is based on the very practical philosophy of human
behavior that: every behavior is caused & follows the Cause-Effect
relationship.

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