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MODELS OF ORGANISATIONAL BAHAVIOUR The basic purpose of modeldevelopment is to understand the human bahaviourin an organisation.Prediction and control ofhuman behaviour are also taken in to models oforganisational behaviour. Model illustrates thegoals,parameters and factors of organisationalbehaviour.Model describes the abstraction ofreality,simplifies the representation of realworld phenomenon.Model of organisationalbehaviour explains the behaviour atindividual,group and organisational levels.
The models are developed on dependentand independent variables.DEPENDENT VARIABLES The dependent variables of organisationalbehaviour are explored to find out the impact ofbehavioural factors on them.The skills andefficiencies of individuals aredeveloped.Innovation and professionalisationtake place.The organisation developsubquently.In brief,the productivity,turnoverand job satisfaction are increased as a resultof improved organisational behaviour.
INDEPENDENT VARIABLES The independent variables influencingorganisational model of behaviour areindividual, group and structure of organisation.
TYPES OF MODELS OFORGANISATIONAL BEHAVIOUR Organisation differ in the quality oforganisational behaviour that they develop.Thesedifferences are substantially caused bydifferent models of organisational behaviourbeing followed by management in eachorganisation. The different models oforganisational behaviour are as follows:
AUTOCRATIC MODEL This model depends on power of the boss.Those who are in the command must have thepower to demand.In an autocratic environment,themanagerial orientation is official authority. Under autocratic model, the employeeorientation is obedience to the boss, notrespect for him.The psychological result ofemployees is dependence on their boss whosepower to hire,fire and perspire them is almostabsolute. The employees needs must satisfysubsistence needs of themselves and theirfamilies.And most of the employees give minimumperformance.
CUSTODIAL MODEL The custodial model depeds on economicresources.If an organisations does not have thewealth to provide pensions and pay otherbenefits, it cannot follow a custodialapproach.The resulting managerial orientation istowards money to pay wages and benefits. Sinceemployees physical needs are already reasonablymet, the employer looks to security needs as amotivating force. The custodial approach leads toemployee dependence on the organisation.Theemployees are satisfied and happy but they arenot strongly motivated,so they give only passive
SUPPORTIVE MODELThe supportive model has its origin in the“principles of supportive relationship”.Thesupportive model depends on leadership insteadof authority or economic rewards.Throughleadership,management provides a climate to helpemployees grow and accomplish.Management’sorientation,therefore,is to support theemployees job performance.The workers feel asense of participation and takes involvement inthe organisation.The workers are more concernedabout higher level needs affiliating and esteem.
COLLEGIAL MODELThe term “collegial” refers to a body of personshaving a common purpose.It is a team concept.Thecollogial model depends on management’s buildinga feeling of partnership with employees.Themanagerial orientation under collogial model isteam work.The employees are self disciplined.Theemployees are concerned with seif actualisationneeds.The self actualisation will lead tomoderate enthusiasm in performance.
MODEL OF ORGANISATIONAL BEHAVIOURMODEL AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIALBASIS OF MODEL POWER ECONOMIC LAEDERSHIP PARTNERSHIP RESOURCESMANAGERIAL AUTHORITY MONEY SUPPORT TEAMWORKORIENTATIONEMPLOYEE OBEDIANCE SECURITY AND JOB RESPONSIBLEORIENTATION BENEFITS PERFORMANCE BEHAVIOUREMPLOYEE DEPENDENCE ON DEPENDENCE PARTICIPATION SELF-DISCIPLINEPSYCHOLOGICAL BOSS ONRESULT ORGANISATIONEMPLOYEE NEEDS SUBSISTENCE SECURITY STATUS AND SELF-MET RECOGNITON ACTUALIZATIONPERFORMANCE MINIMUM PASSIVE AWAKENED MODERATERESULT COOPERATION DRIVES ENTHUSIASM
OTHER TYPES OF MODELSFEUDAL MODEL The feudal model treated employees asinferior elements in an organisation.Theemployees should be treated sternly.People’sdesires and values were not considered formanagement purposes.It was very well known asTheory X where in actions,policies,procedureswere considered superior to humanbeings.Carrot(money) and stick(threat ofretrenchment)approach was used for motivation.Itconcentrated on formal organisation and ignoredsocial and human values.
HUMAN VALUE MODEL Organisation should appreciate humanvalues of employees rather than economicvalues.People work in the organisation not onlyfor fulfilling the economic needs but theydevote time therefore getting satisfaction andfulfilling their social and psychological needs.They bother for human dignity.It is brieflyknown as SOBC model.
CONTINGENCY MODEL The contingency model of organisationalbehaviour assumes complex variables influencingthe behaviour of individuals,groups andstructure.So contingent solutions are designedto meet the challenges of growth.Theory Z isdeveloped to demonstrate contingent model.It isalso known as hybrid model where in long-termemployment and promotion are guranteed.
CONCLUSION The obvious conclusion is that there isno best model.It is wrong to assume that aparticular model is the best one and will beapplicable all situations and for all times tocome.The managers using autocratic and custodialmodels will have to change their thinking andpractices to meet new conditions where workersare educated and understand the implication ofdemocracy.Even the supportive model may not workunder the new conditions.That is why, the greatchallenge before the manager is to identify themodel he is actually using and then asses itscurrent effectiveness.