4 models of organizational behavior.
An introduction
Let's learn 4 models of organizational behavior. Every firm creates a unique paradigm for how its employees should behave. This model is created using management's assumptions about people and management's vision. Since these presumptions varied greatly, various organizational behavior models have been developed as a result (OB models). Two distinct strategies have been used since the dawn of civilized human society to establish confidence in others. Do not trust anyone unless there is opposite proof, according to one, and trust everyone unless there is contrary evidence, according to the other.
Naturally, these two methods result in different interpersonal relationships. The majority of our beginnings are typically built on the premise that people's Organizational Processes are incapable of being trusted or relied upon, even in minor things.
This is only one side of the coin, though. For instance, McGregor provided theories X and Y, each of which makes assumptions that are in stark contrast to one another; Argyris provided the concepts of immaturity and maturity of people, each of which offers two opposing viewpoints on individuals. As a result, OB models created using these presumptions would exhibit large variances. However, in-use OB models exhibit some sort of continuum between these two diametrically opposed poles, despite the fact that they skew more in one direction than the other. The following are the four OB models that Davis has described:
1-Autocratic Model
The managerial orientation under the autocratic approach is toward power. Employees are expected to comply with commands because managers believe that using authority is the only way to accomplish goals. High boss reliance is the outcome. The fact that employees just make enough money to subsist makes this dependence conceivable. The organisational structure is largely formalised, and those to whom it applies are granted authority by right of command. The management chooses the best course of action for the workers. The model is largely based on McGregor's Theory of X assumptions, which hold that people are inherently lazy and try to avoid taking on responsibility.
To get the desired performance out of them, very stringent and close supervision is needed. You can make a comparison between Likert's management style and the organisational behaviour model. His system (exploitative authoritative), in which motivation focuses on physical security and some use of desire for start and better performance is ensured through fear, threats, punishment, and occasionally rewarding: The interaction between management and employees is minimal.
The autocratic model exemplifies conventional wisdom that is predicated on the economic notion of man. This paradigm is giving way to others as a result of peoples' shifting values and levels of desire. This does not imply that the model is completely abandoned, though. When employees may be motivated by physiological demands, the autocratic model of organizational behavior may be a beneficial tool for achieving performance in various situations. Typically, this occurs at lower levels of the organization.
2-Custodial Model
The managerial focus in the custodial model is on using resources to play for employee benefits. The organization's financial resources and capacity to cover the costs of the benefits are key factors in the model. While hoping for security, the employees also wind up being quite reliant on the company.
Personal reliance on the boss is lessened by organisational dependence. In the context of Herzberg's theory, the employees can meet their maintenance-only needs or security needs.
While the custodial model personnel are content with their jobs, they do not perform at a high level. It is similar to Herzberg's satisfier and dissatisfier once more.
Employees are content because they receive enough respect and organisational security.
They do not, however, have any power to determine what rewards or advantages they should receive. This strategy is somewhat similar to the patrimonial method, in which the underlying premise is that management has the right to pick which perks are most appropriate for the workforce. Such a strategy is still extremely common in many Indian corporations. The phenomenon is more prevalent in family-run businesses where family values have also been integrated into the workplace culture.
Parents make decisions about what is good or bad for their children, and managers make decisions about what is beneficial for their staff members. This is the fundamental component of the family-managed system. This viewpoint suggests that this strategy is inappropriate for experienced workers.
3-Supportive Model
The encouraging example of Organizational behavior is influenced more by managerial vision than by the application of financial leverage. Managers want to assist staff members in achieving their goals. The key emphasis is on employee interaction and participation in managerial decision-making. The fundamental component of Likert's approach, supporting relationships, provides the basis for the model (participative). According to Likert, the organization's leadership and other processes must ensure a maximum probability that each member will, in light of his background, values, and expectations, view every interaction and relationship with the organisation as supportive and one that helps him develop and maintain his sense of personal worth. It shares several similarities with McGregor's Theory Y's underlying tenets. The underlying premise of the supporting paradigm is that as people mature, they demand organizational assistance.
A number of organizational functions, including leadership, decision-making, interaction, control, and influence, are designed to assist employees in achieving their higher-order demands, such as self-actualization and respect. It shares several similarities with McGregor's Theory Y's underlying tenets. The supportive approach is predicated on the notion that as people mature, they want their work environments to reflect their expectations. Communication, leadership, decision-making, interaction, control, and influence are some of the organizational activities that assist employees in achieving their higher-order demands, such as self-actualization and esteem.
According to Likert, supportive models work best when employees are driven by their own interests. This emphasizes the human side of the company rather than its financial resources. Instead of closely monitoring employees, a manager's job is to assist staff in completing their work. For higher-level managers whose lower-order needs are adequately met, this can be implemented more effectively. This technique can also be used by businesses with advanced technology and expert staff to make the most of their human resources. This does not imply that this paradigm can be used in every situation, though. For instance, Davis notes that "the supporting model tends to be particularly effective in societies with affluence and complicated technology because it appeals to higher levels of consciousness and understanding"
4-Collegial Model
The supportive model is expanded upon in the collegial model. Collegial refers to a group of persons who have the same goal. The collegial model is founded on the idea of a team, where each employee gains a deep understanding of and has shared objectives with others.
In this situation, the employee will respond responsibly. Employees don't require much management guidance or control. The team members' self-discipline primarily serves as the means of control. Self-actualization and self-fulfillment are highly encouraged in the workplace. With unprogrammed work needing behavioral flexibility, an intellectual environment, and significant job freedom, the collegial style typically proves more beneficial.
The numerous models of organizational behavior are predicated on the idea of human traits and how they can function most effectively. Managers cannot automatically assume that a specific model is best suited for all purposes and for all scenarios because situational variations are significant elements in defining organizational processes. Instead, all of the models will continue to be used, and with great success. These models are essentially built around the hierarchy of needs. The same model cannot be applied to all employees because their need hierarchies differ. The level of a person within the organization, his education, maturity, personality traits, and type of work environment all affect the need hierarchy.
Organizational theorists have asserted that there is a trend towards the adoption of supportive models because in this case, people may give their best effort because, in other models, they do not find conditions conducive to giving their best performance. To make their organizations more efficient, managers are doing a variety of things to humanize them, including encouraging involvement and boosting morale.
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