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FIVE MODELS OF ORGANISATIONAL BEHAVIOUR
• Autocratic model
• Custodial model
• Supportive model
• Collegial model
• System model
Presented by – Sehrish Akhtar
Autocratic Custodial Supportive Collegial
Basis of model Power Economic
sources
Leadership Partnership
Managerial
orientation
Authority Money Support Teamwork
Employee
orientation
Obedience Security and
benefits
Job performance Responsible
behaviour
Employee
Psychological
result
Dependence on
boss
Dependence on
organisation
participation Self-discipline
Employee
needs met
Subsistence Security Status and
Recognition
Self
actualization
Performance
result
Minimum Passive co-
operation
Awakened
drives
Moderate
enthusiasm
Autocratic model is the model that depends upon the Strength, Power
and Formal authority.
In an autocratic organisation, the people (management/owners) who
manage the tasks in an organisation have formal authority for
controlling the employees who work under them. These lower-level
employees have little control over the work function. Their ideas and
innovations are not generally welcomed, as the key decisions are
made at the top management level.
The autocratic model is also a detractor to job satisfaction and
employee morale. This is because employees do not feel valued and
part of the overall team. This leads to a low-level of work
performance. While the autocratic model might be appropriate for
some very automated factory situations, it has become outdated for
most modern-day organisations.
This model is based around the concept of providing the economic
security for the employees – through wages and other benefits- that
will create the employee loyalty and motivation.
In some countries, many professional companies provide health benefits,
corporate cars, financial packaging of salary, and so on – these are
incentives designed to attract and retain quality staff.
The underlying theory for the organisation is that they will have a greater
skilled workforce, more motivated employees, and have a competitive
advantage through employee knowledge and expertise.
One of the downsides with the custodial model is
that it also attracts and retains low performance
staff as well. Or perhaps even deliver a lower
level of motivation from some staff who feel that
they are “trapped” in an organisation because the
benefits are too good to leave.
Unlike the two earlier approaches, the supportive model is focused
around aspiring the leadership.
It is not based upon control and authority (the autocratic model) or upon
incentives (the custodial model), but instead tries to motivate staff through
the manager-employee relationship and how employees are treated on a
day-to-day basis.
Quite opposite to the autocratic model, The intent of this model is to
motivate employees through a positive workplace where their ideas are
encouraged and often adapted. Therefore, the employees have some
form of “buy-in” to the organisation and its direction.
Collegial model is based around the teamwork –everybody is working
as colleagues ( hence the name of the model )
The overall environment and corporate culture need to be aligned to
this model, where everybody is actively participating – is not about
status and job titles – everybody is encouraged to work together to
build a better organisation.
The collegial model is quite effective in organisations that need to
find new approaches – marketing teams, research and development,
technology/software – indeed anywhere the competitive landscape is
constantly changing and ideas and innovation are key competitive
success factors.
The final organisation model is referred to as system model.
This is the most contemporary model of the five models discussed in this
article. In the system model, the organisation looks at the overall structure
and team environment, and considers that individuals have different goals,
talents and potential.
The intent of the system model is to try and balance the goals of the
individual with the goals of the organisation.
Individuals obviously want good remuneration, job security, but also want to
work in a positive work environment where the organisation adds value to
the community and/or its customers.
The system of model should be an overall partnership of managers and
employees with a common goal, and where everybody feels that they have a
stake in the organisation.
System
Input Process Output
feedback
Thank You

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five models of organisation behaviour

  • 1. FIVE MODELS OF ORGANISATIONAL BEHAVIOUR • Autocratic model • Custodial model • Supportive model • Collegial model • System model Presented by – Sehrish Akhtar
  • 2. Autocratic Custodial Supportive Collegial Basis of model Power Economic sources Leadership Partnership Managerial orientation Authority Money Support Teamwork Employee orientation Obedience Security and benefits Job performance Responsible behaviour Employee Psychological result Dependence on boss Dependence on organisation participation Self-discipline Employee needs met Subsistence Security Status and Recognition Self actualization Performance result Minimum Passive co- operation Awakened drives Moderate enthusiasm
  • 3. Autocratic model is the model that depends upon the Strength, Power and Formal authority. In an autocratic organisation, the people (management/owners) who manage the tasks in an organisation have formal authority for controlling the employees who work under them. These lower-level employees have little control over the work function. Their ideas and innovations are not generally welcomed, as the key decisions are made at the top management level. The autocratic model is also a detractor to job satisfaction and employee morale. This is because employees do not feel valued and part of the overall team. This leads to a low-level of work performance. While the autocratic model might be appropriate for some very automated factory situations, it has become outdated for most modern-day organisations.
  • 4. This model is based around the concept of providing the economic security for the employees – through wages and other benefits- that will create the employee loyalty and motivation. In some countries, many professional companies provide health benefits, corporate cars, financial packaging of salary, and so on – these are incentives designed to attract and retain quality staff. The underlying theory for the organisation is that they will have a greater skilled workforce, more motivated employees, and have a competitive advantage through employee knowledge and expertise. One of the downsides with the custodial model is that it also attracts and retains low performance staff as well. Or perhaps even deliver a lower level of motivation from some staff who feel that they are “trapped” in an organisation because the benefits are too good to leave.
  • 5. Unlike the two earlier approaches, the supportive model is focused around aspiring the leadership. It is not based upon control and authority (the autocratic model) or upon incentives (the custodial model), but instead tries to motivate staff through the manager-employee relationship and how employees are treated on a day-to-day basis. Quite opposite to the autocratic model, The intent of this model is to motivate employees through a positive workplace where their ideas are encouraged and often adapted. Therefore, the employees have some form of “buy-in” to the organisation and its direction.
  • 6. Collegial model is based around the teamwork –everybody is working as colleagues ( hence the name of the model ) The overall environment and corporate culture need to be aligned to this model, where everybody is actively participating – is not about status and job titles – everybody is encouraged to work together to build a better organisation. The collegial model is quite effective in organisations that need to find new approaches – marketing teams, research and development, technology/software – indeed anywhere the competitive landscape is constantly changing and ideas and innovation are key competitive success factors.
  • 7. The final organisation model is referred to as system model. This is the most contemporary model of the five models discussed in this article. In the system model, the organisation looks at the overall structure and team environment, and considers that individuals have different goals, talents and potential. The intent of the system model is to try and balance the goals of the individual with the goals of the organisation. Individuals obviously want good remuneration, job security, but also want to work in a positive work environment where the organisation adds value to the community and/or its customers. The system of model should be an overall partnership of managers and employees with a common goal, and where everybody feels that they have a stake in the organisation.