The document discusses 5 models of organizational behavior - autocratic, custodial, supportive, collegial, and system. It provides descriptions of each model's basis, managerial orientation, employee orientation, needs met, and performance results. Examples are given of each model and their usefulness and weaknesses are discussed.

1. ORGANIZATION BEHAVIOR
MODEL
Mamun Muztaba
MC (Asst Professor)@ Bangladesh Institute of Management

2. MODELS OF ORGANIZATIONAL
BEHAVIOR
• Models of organizational behavior are highly significant; because, top
management’s models are particularly important to identify, for the underlying
model that exists within a firm’s chief executive officer tends to extend
throughout the firm.
• Here, we are pointing five models (paradigms) of organizational behavior,
and then summarizing in the following table.
 Autocratic
 Custodial
 Supportive
 Collegial
 System

3. Name/Concentration AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL SYSTEM
Basis of Model Power Economic
Resources
Leadership Partnership Trust, Community,
Meaning
Managerial
Orientation
Authority Money Support Teamwork Caring, Compassion
Employee
Orientation
Obedience Security and
Benefits
Job Performance Responsible
Behavior
Psychological
Ownership
Employee
Psychological
Result
Dependence on
Boss
Dependence on
Organization
Participation Self-discipline Self-motivation
Employee Needs
Met
Subsistence Security Status and
Recognition
Self-actualization Wide-range
Performance
Result
Minimum Passive
Cooperation
Awakened Drives Moderate
Enthusiasm
Passion and
Commitment to
organizational goals
MODELS OF ORGANIZATIONAL BEHAVIOR

4. • The basis of this model is power with a managerial orientation of authority.
• Those who are in command must have the power to demand ―”you do this – or else”
• 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.
• Its principal weakness is its high human cost especially as caused by micromanagement.
• Micromanagement – a natural pattern of autocratic managers – is the immersion of a
manager into controlling the details of daily operations.
• Employees typically detest a micromanager, with the result being low morale, paralyzed
decision making due to fear of being second guessed and high turn-over.
Useful:
• Acceptable approach to guide managerial behavior when there were no well-known
alternatives.
• Useful under some extreme conditions such as organizational crises.
AUTOCRATIC MODEL

5. • 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.
• Employee feel with reasonable contentment.
• Most employees are not producing anywhere near their
capacities.
• The performance result is passive cooperation.
CUSTODIAL MODEL

6. • The basis of this model is leadership with a managerial orientation of
support.
• The employees in turn are oriented towards job performance and
participation.
• Psychological result is a feeling of participation and task involvement
in the organization.
• Employees may say ―”we” instead of ―”they”
• Employees are strongly motivated because their status and
recognition needs are better met, thus they have awakened drive
for work.
SUPPORTIVE MODEL

7. • The basis of this model is partnership with a managerial
orientation of teamwork.
• The result is that the employees feel needed and useful.
• The employees in turn are oriented towards responsible
behavior and self-discipline.
• The employee need that is met is self-actualization.
• Employees normally feel some degree of fulfillment, worthwhile
contribution, and self-actualization.
• This self-actualization will lead to moderate enthusiasm in
performance.
COLLEGIAL MODEL

8. • Employees want a work context that is ethical, infused with integrity and trust and provide
an opportunity to experience a growing sense of community among coworkers.
• There is spirituality at work - the desire for employees to know their deepest selves
better, to grow personally, to make a meaningful contribution to society, and to
demonstrate integrity in every action taken.
• Managers must increasingly demonstrate a sense of caring and compassion, being
sensitive to the needs of the diverse workforce.
• This model reflects the values underlying positive organizational behavior, where
managers focus their attention on helping employees develop feelings of hope, optimism,
self-confidence, empathy, trustworthiness, esteem, courage, and resiliency.
• Managers at all levels needs to display two key ingredients:
• Authenticity: the demonstrated ability to open themselves up to others by being transparent, while- “walking
the talk” of the underlying values.
• Social intelligence: (Five Dimensions of Social Intelligence )
1. EMPATHY – appreciation for and connectedness with others.
2. PRESENCE – projecting self-worth in one’s bearing.
3. SITUATIONAL RADAR – ability to read social situations and respond appropriately.
4. CLARITY – using language effectively to explain and persuade.
5. AUTHENTICITY - being “real” and transparent, while projecting honesty.
SYSTEM MODEL

9. CASE
• Today Abdullah worked his way upward in the RM Company until he became Assistant Plant
Manager in the Gazipur Plant. Finally, his opportunity for a promotion came. Narshindhi plant was
having difficulty meeting its budgets and production quotas, so he was promoted to the plant
manager and transfered to the Narshindhi plant with instructions to “straighten it out”.
• Abdullah was ambitious and somewhat power-oriented. He believed that the best way to solve
problems was to take control, make decisions, and use his authority to carry out his decisions. A
week later he instructed all departments to increase production 10 percent by the following month.
He required a several new reports and kept a close watch on operations. At the end of the second
month he dismissed three supervisors who had failed to meet their production quotas. Five other
supervisors resigned. Abdullah insisted that all rules and budgets should be followed, and he
allowed no exceptions.
• Abdullah’s efforts produced remarkable results. Productivity quickly exceeded standard by 7
percent, and within five months the plant was within the budget. His record was so outstanding that
he was promoted to the Dhaka Head Office near the end of his second year. Within a month, after
he left, productivity in the Narshindhi Plant collapsed to 15 percent below standard, and the budget
again was in trouble.
Questions:
1. Discuss the model of OB Abdullah used and the kind of organizational climate he created.
2. Discuss why productivity dropped when Abdullah left the Narshindhi Plant.
3. If you were Abdullah’s Dhaka Manager, what would you tell him about his approach? How might he
respond?

10. (BONUS)

11. CHARACTERISTICS HEALTHY ORGANIZATIONS
• Objectives are widely shared by the members and there is a strong consistent flow of energy toward those
objectives.
• People feel free to signal their awareness of difficulties because they expect the problems to be dealt with and
they are optimistic that these problems can be solved.
• Problem-solving is highly pragmatic. In attacking problems, people work informally and are not preoccupied
with status, territory, or second guessing ―what higher management will think.‖ A great deal of non-
conforming behavior is tolerated.
• The judgment of people lower down in the organization is respected.
• Collaboration is freely entered into. People readily request the help of others and are willing to give in turn.
Ways of helping one another are highly developed. Individuals and groups compete with one another, but they
do so fairly and in the direction of a shared goal.

12. • When there is a crisis, the people quickly band together in work until crisis departs.
• Conflicts are considered important to decision-making and personal growth. They are dealt with effectively, in the open. People say what they want and expect others
to do the same.
• There is a great deal of on-the-job learning based on a willingness to give, seek, and use feedback and advice. People see themselves and other as capable of
significant personal growth and development.
• Joint critique of progress is routine.
• Relationships are honest. People do care about one another and do not feel alone.
• People are ―turned on‖ and highly involved by choice. They are optimistic. The work place is important and fun (why not?).
• Leadership is flexible, shifting in style and person to suit the situation.
• There is a high degree of trust among people and a sense of freedom and mutual responsibility. People generally know what is important to the organization and
what isn’t.
• Risk is accepted as a condition of growth and change.
• ―What can we learn from each mistake?‖
• Poor performance is confronted, and a joint resolution sought.
• Organizational structure, procedures, and policies are fashioned to helped people get the job done and to protect the long-term health of the organization, not to give
each bureaucrat his due. These procedures are also readily changed.
• There is a sense of order, and yet a high rate of innovation. Old methods are questioned and often give way to new ones.
CHARACTERISTICS HEALTHY ORGANIZATIONS