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Understanding the Top Models of Organizational Behaviour (OB)

Organizational Behaviour (OB) models are theoretical frameworks that help us understand and predict how individuals, groups, and structures behave within an organizational setting. They are essential tools for managers and leaders to diagnose workplace issues, design effective interventions, and foster a productive and healthy work environment.

By providing a structured lens through which to view human dynamics, OB models are indispensable for navigating the complexities of modern organizations.

What is an OB Model?

An OB model is essentially a set of assumptions about people and organizations that guide managerial actions and influence employee behavior. These models represent different philosophies of management, evolving over time as our understanding of human psychology and organizational dynamics has deepened. Each model emphasizes different aspects of the employer-employee relationship, leading to distinct organizational cultures and outcomes.

Understanding models of organizational behaviour allows organizations to:

Diagnose problems: Pinpoint the root causes of issues like low morale, high turnover, or poor productivity.
Predict behavior: Anticipate how employees might react to new policies, leadership changes, or technological advancements.
Design interventions: Create targeted strategies to improve communication, motivation, leadership, and team dynamics.
Shape culture: Intentionally build a work environment that aligns with organizational values and goals.

Evolution of OB Models: Control to Empowerment

Historically, the models of organizational behavior have evolved from highly autocratic approaches to more human-centric and collaborative systems. This progression reflects a growing recognition of the importance of employee well-being, engagement, and psychological factors in achieving organizational success.

Here are the five primary models of OB, typically presented in their historical order of development:

1. Autocratic Model

The Autocratic Model is the earliest and most traditional OB model. It is characterized by centralized power and strict control.

Foundation: Power, Authority
Managerial Orientation: Authority, Command
Employee Orientation: Obedience to the boss
Psychological Result for Employees: Dependence on the boss
Employee Needs Met: Subsistence (basic needs)
Performance Result: Minimum performance, often reluctant cooperation

Example: A factory from the early 20th century where foremen wielded absolute control, giving directives, and employees had little say, motivated primarily by the fear of losing their jobs. Decisions are made at the top with minimal employee input.

2. Custodial Model

The Custodial Model emerged as a response to the harshness of the autocratic model, focusing on employee welfare.

Foundation: Economic Resources, Money
Managerial Orientation: Managerial perks and benefits (e.g., job security, health insurance)
Employee Orientation: Security, Benefits
Psychological Result for Employees: Dependence on the organization
Employee Needs Met: Security needs
Performance Result: Passive cooperation, contentment (but not necessarily strong motivation)

Example: A large corporation offering comprehensive health benefits, generous retirement plans, and job security to foster employee loyalty and reduce turnover, even if it doesn't always inspire high creativity or initiative.

3. Supportive Model

The Supportive Model shifts the focus from material benefits to leadership and psychological support, recognizing that employees are driven by more than just money.

Foundation: Leadership, Support
Managerial Orientation: Support, Mentorship, Coaching
Employee Orientation: Job performance, Personal growth
Psychological Result for Employees: Participation, Sense of Status
Employee Needs Met: Status and Recognition needs
Performance Result: Awakened drives, moderate enthusiasm, motivation

Example: A modern tech company where managers act as facilitators, encouraging employee input, providing resources for professional development, and recognizing achievements to boost morale and engagement.

4. Collegial Model

The Collegial Model emphasizes teamwork and mutual contribution, building a sense of partnership.

Foundation: Partnership, Teamwork
Managerial Orientation: Teamwork, Joint Contribution
Employee Orientation: Responsible behavior, Self-discipline
Psychological Result for Employees: Self-discipline, Self-actualization
Employee Needs Met: Self-actualization needs
Performance Result: Moderate enthusiasm, high-quality work (from internal obligation)

Example: A creative agency or a research and development team where employees work collaboratively on projects, share ideas, and contribute equally, with managers seen as joint contributors rather than just bosses.

5. System Model

The System Model is the most contemporary and holistic of the traditional models. It views the organization as a social system where the manager's role is to foster a sense of community, trust, and shared meaning.

Foundation: Trust, Community, Ethics, Integrity, Compassion
Managerial Orientation: Concern for employees, Nurturing, Compassion
Employee Orientation: Psychological ownership, Self-motivation, Sense of community
Psychological Result for Employees: Self-motivation, Passion, Commitment, Sense of Belonging
Employee Needs Met: Growth and fulfillment needs
Performance Result: Passion, Commitment to organizational goals

Example: A values-driven non-profit organization or a highly innovative company like a cutting-edge software firm that prioritizes employee well-being, ethical practices, and building a strong, inclusive community, leading to high levels of employee commitment and passion.

Comparison of OB Models

To quickly grasp the differences between these various models, here's a comparative table:

Feature	Autocratic Model	Custodial Model	Supportive Model	Collegial Model	System Model
Foundation	Power	Economic Resources	Leadership	Partnership	Trust, Community, Ethics
Managerial Orientation	Authority	Money, Benefits	Support, Coaching	Teamwork, Joint Effort	Care, Compassion
Employee Orientation	Obedience	Security	Job Performance, Growth	Responsible Behavior	Psychological Ownership
Employee Needs Met	Subsistence	Security	Status & Recognition	Self-actualization	Growth & Fulfillment
Psychological Result	Dependence on the Boss	Dependence on Org.	Participation, Status	Self-Discipline	Self-Motivation, Passion
Performance Result	Minimum	Passive Cooperation	Awakened Drives, Enthusiasm	Moderate Enthusiasm, Quality	Passion, Commitment

Application and Relevance of OB Models

No single OB model is universally superior; the most effective approach often involves a blend, contingent on the specific organizational context, industry, culture, and employee demographics. Modern organizations tend to lean towards the Supportive, Collegial, and System Models, as these align with contemporary values of employee empowerment, collaboration, and ethical conduct.

Current trends in OB models are heavily influenced by:

Remote and Hybrid Work: Requiring new approaches to communication, trust-building, and maintaining psychological connection in distributed teams.
Technological Advancements: AI, automation, and data analytics are transforming how work is done and how employee behavior is understood and influenced.
Diversity, Equity, and Inclusion (DEI): Emphasizing the need for models that promote fairness, belonging, and leveraging diverse perspectives.
Employee Well-being and Mental Health: Prioritizing holistic employee support beyond just financial benefits.
Agile Methodologies: Fostering flexibility, adaptability, and cross-functional collaboration.

OB models showcase their real-world utility:

A traditional manufacturing unit might still exhibit elements of the Autocratic model for safety protocols.
A public sector organization might lean heavily on the Custodial model to provide job security and benefits.
A startup with a flat hierarchy and emphasis on innovation would likely embody the Collegial and System models, promoting shared ownership and intrinsic motivation.

By understanding these organizational behaviour models, managers can consciously choose the underlying philosophy that best serves their organization's mission and its people, fostering a workplace that thrives in today's dynamic environment.

Frequently Asked Questions (FAQs)

1. What is an OB model, and why is it important?

An OB model is a theoretical framework outlining assumptions about people and organizations that guide managerial actions and influence employee behavior. It's crucial for diagnosing workplace issues, predicting behavior, designing effective interventions, and shaping organizational culture.

2. What are the five main models of Organizational Behaviour?

The five primary models of Organizational Behaviour, reflecting their historical development, are the Autocratic, Custodial, Supportive, Collegial, and System Models.

3. How do the Autocratic and System Models differ significantly?

The Autocratic Model is based on power and authority, leading to employee obedience and dependence on the boss for subsistence needs. In contrast, the System Model is founded on trust, community, and ethics, fostering psychological ownership, self-motivation, and commitment through a focus on growth and fulfillment.

4. Which OB model is considered the "best" for an organization?

There is no single "best" OB model. The most effective approach often involves a blend of models, depending on the specific organizational context, industry, culture, and employee demographics. Modern organizations generally lean towards the Supportive, Collegial, and System Models.

5. How do modern trends like remote work and DEI influence OB models?

Modern trends such as remote/hybrid work, technological advancements, Diversity, Equity, and Inclusion (DEI), and employee well-being are driving the evolution of OB models. These trends necessitate new approaches to trust-building, communication, inclusion, and holistic employee support within organizations.