7 Organisational Behaviour Models

Dr. Harpreet Singh Chahal

1. Learning Outcome

2. Introduction

3. Basic OB model

4. Types of OB models

5. Behavioural models

6. Summary

1. Learning Outcome:

After completing this module the students will be able to: Describe the basic model of OB.
Discuss types of OB models and their relevance
Illustrate various behavioural models which are useful to understand individual behaviour.

2. Introduction

Various models have been developed to study the behaviour of people at work. The organisational behaviour models were developed on the basis of the approach of management and various assumptions. The selection of any model to be practiced in the organisation depends on the prevailing situation and practices used by management because models constitute the beliefs and value system which affects the management actions directly. It is the duty of a manager to make the management aware regarding which model is more suitable for the organisation. Managers also make them aware about nature, significance and effectiveness of the model. Douglas McGregor was the first person to give attention to managerial models. He gave two theories: theory X and theory Y about human behaviour. Later, majority of the models were developed on the basis of the assumptions of theory X and theory Y.

Theory X stated that human beings usually dislike to work and they tend to avoid work as much as they can. They also avoid taking responsibilities. Human beings are ambitious about their career. They only want security in job without putting much effort. Managers need to control, threaten and give them punishment to get work done though them. In opposite to this theory Y stated that, people are not lazy but they become lazy with time. This theory suggested that human beings will exercise self-direction and self-control only if they commit the service of objective. According to this theory, people have potential to work, ability to learn. They accept the responsibilities and can apply their creativeness on work, if they are creative.

3. Basic OB Model

As we discussed in the previous module, in order to develop a thorough understanding of OB, one has to move from the first level of understanding individuals and individual behaviour in the organisations to second level of analysing the group behaviour in the context of organisations and finally to the third stage of understanding, analysing and predicting the role of organisational structures and systems in influencing human behaviour in the organisations. These three levels of analysing human behaviour are considered as building blocks of OB. In previous module, we have already discussed the three sets of variables: individual variables influencing individual behaviour, group level variables influencing group behaviour and various organisational factors influencing organisational performance. In this module, we will discuss the interaction between individual variables, group variables and organisational variables and the cumulative effect of these variables on human behaviour in the organisational context. Individual behaviour has the tendency to influence and influenced by the group behaviour, which further influence and is influenced by organisational system, structure and design. These three levels of behaviour further affect human performance at work. This phenomenon is explained by the basic OB model. The model proposes two types of variables: independent variables and dependent variables.

3.1 Independent variables:

Set of independent variables includes all variables which govern individual behaviour at three levels: Individual level, group level and organisational system level.

Independent variables associated with individual level are biographical characteristics, perception, personality, attitudes, learning, values, motivation, ability and individual decision making. Independent variables associated with group level are group decision making, communication, group structure, leadership and trust, interpersonal conflicts, power and politics and work teams. Independent variables associated with organisational level are HR policies and practices, organisational structure and design and organisational culture. Independent variables produce a response which is reflected in dependent variables.

3.2 Dependent variables:

Dependent variables can be defined as the response which is caused by independent variables. These variables have serious implications for the organisational effectiveness. The important dependent variables are productivity, absenteeism, turnover, satisfaction and organisational citizenship behaviour.

Source: Robbins, S., Judge and Vohra, “Organisational behaviour”, Prentice.

4. Types of OB Models

After having an understanding of different sets of independent and dependent variables that constitute an OB model, it is very clear that different organisations use different models as per their ideologies, situations and requirements. Every organisation is different from each other in terms of objectives, structure, technology, size, environment, managerial approach, values and working style of top level managers. These all factors dominate the choice of OB model but, it is certain that OB model used by the organisation aims at fulfilling needs of employees and organisational objectives efficiently in the context of prevailing situation. There are four types of OB models: autocratic model, custodial model, supportive model and collegial model.

4.1 Autocratic Model: Autocratic model of OB is based on classical approach of management. This model is completely based on the principle of compliance and obedience to power. It forces the employees to obey the boss. According to this model, there is a hierarchy of authority and responsibility in the organisations. Managers enjoy power by virtue of their positions but, they use the power as a boss rather than as a manager or a leader. Decision making is centralised and employees depend on their bosses for each and every decision. Managers may hire and fire the employees using their authority and power. As per this model, minimum wages are paid to the employees to satisfy their basic needs such as food, shelter and clothes.

As far as the productivity of employees is concerned, the model did not contribute well in enhancing the productivity. The performance level of employees working in those organisations which use this model of OB was minimal. Therefore, strict managers are required who can make the employees more productive.

This model considers organisations as a closed system and therefore very little attention is paid to the importance of environmental factors in the organisational effectiveness. In this model, the flow of communication is not properly prescribed. There is huge communication gap and very less interaction takes place between managers and employees. Therefore, this model is disliked by most of the employees. This model is based upon the traditional thinking on the economic concept of man. This model is mostly useful where managers need to force employees to work hard in order to attain higher levels of performance, sometimes managers also threaten them by punishment as well. This model suggested the execution of strict control on employees by seeking strict compliance of orders. Autocratic model is largely based on the assumptions of theory X about human behaviour. Therefore, the organisations implementing autocratic model can be characterised by rigidity and bureaucracy. The model was criticised because of high level of rigidity and bureaucracy advocated by it. However, the model has its usefulness due to following mentioned reasons:

Authority oriented: Autocratic model is authority oriented and is useful where organisation is facing some crisis. In such situation power is centralised and all employees are supposed to follow the orders to bring the organisation back on the track.

Time bound situation: Autocratic model is very useful when the manager has to complete the project in the given timelines.

4.2 Custodial Model

The earlier model of OB did not contribute much in enabling the managers motivate the employees. Autocratic model of OB resulted into the feeling of insecurity, frustration and aggression among the employees. Therefore, in order to understand the behaviour of employees better and get more work from them, a slightly improved model of OB known as custodial model was developed. The prime focus of this model was to generate more satisfaction and security among the employees by eliminating the frustration and insecurity. This model focused on improving working conditions of the employees, offering them opportunities to grow and develop and satisfying higher level of needs particularly security needs. Many organisations which were following this model started some welfare programmes and fringe benefits for the employees during the first half of 19th century. Applications of this model in the organisations calls for more economic resources in the organisations so as to fulfil higher needs of employees. Satisfaction of security needs was the most important factor motivating the employees in the organisations. However, economic rewards and benefits given to the employees only provided some amount of contentment and happiness to the employees but not strong motivation. Therefore, we can conclude that though this model contributed significantly in providing higher degree of happiness and contentment to the employees, it could not contribute much in increasing the level of productivity. The relevance of this model is given as below:

Economic resources: Custodial model is successful because the main emphasis has been given to employees’ economic rewards and benefits so that the employees may feel secure and satisfied. The satisfaction thus obtained motivates them towards their work.

Dependency: Under this approach, employees feel dependent on organisations rather than on managers. Organisation gives them chance to grow. Organisations also initiate employee welfare and development programmes which make the employee loyal to the organisation.

Employee’s satisfaction: In custodial model, the major emphasis is on employee satisfaction and happiness as compared to autocratic model.

4.3 Supportive model

As the name suggest, supportive model have the managerial leadership quality to support employee for their achievements rather than economic resources. The main aim of this model is to engage the employee in decision making process and also make them feel that their participation is crucial for organisation. The supportive model of OB is built upon the assumption of theory Y of human behaviour given by Mc Gregor. This model suggests that human approach which is used to analyse, understand and influence behaviour of employees has vital role to play in motivating them to produce more. This model advocated the use of supportive leadership style instead of using money and authority to motivate the employees. The model assumed that the employees are neither passive nor reluctant to organisational goals and needs but, they become so with the passage of time when organisations fail to provide them adequate support and environment. Therefore, in order to get desired results, managers have to show supportive attitude towards the performance of employees rather than providing more and more fringe benefits.

Supportive model aims at satisfying relatively higher order of needs particularly social needs of employees so as to make them more productive. The role of the ‘managers’ is more of the ‘leader’ than of a ‘manager’ or ‘boss’. He express helping and supportive attitude towards routine issues of employees. Research studies have proved that there is a direct relationship between supportive approach followed by the leaders and satisfaction level of employees as well as organisational effectiveness. This model was widely appreciated and followed in developed countries having abundance of resources, sophisticated technology and skilled employees, whereas in developing and under developed nations which face shortage of resources and have unskilled employees the application of this model is very limited. The relevance of this model is described as below:

Leadership qualities: supportive model suggests that a leader plays the role in supporting the employees, directing and motivating them towards their work. The main aim of leader is to provide the support instead of exercising his power.

Assumption about human behaviour: Leader assumes that employees take the responsibilities. Employees work hard to improve themselves whenever they get the opportunities. If proper motivation will be given to them periodically they can become more creative and may utilize their capabilities toward the work.

Supportive by nature: management is supportive by nature by doing so they may enhance the employees’ job performance.

Needs of employees: This model takes care about the needs of the employees which include physiological needs, subsistence and security needs and social needs.

4.4 Collegial model

This model is improved version of supportive model. The meaning of collegial is when body of people are having a common goal or purpose. The model is based on team approach and mutual understanding with each other about the goals. It suggests relatively more distribution of power and authority throughout the whole organisation. The intention behind this is to involve employees working at the lower levels of management. The model assumes that when authority will be delegated to the lower levels, employees working at lower levels will become part of the authority and will assume the responsibility to accomplish the task with higher efficiency. The approach of management under this model is more inclined towards granting freedom and autonomy to the employees. The employees take the responsibilities and response to the situations which require little control and directions. The role of managers is thus to lead, direct the employees, coordinate with them, making them self disciplined and facilitating their team efforts for achieving goals. The model focuses on achievement of self-esteem and self actualisation needs of employees. Satisfaction of this need provides contentment, sense of achievement and generates enthusiasm among the employees. Relevance of the model is given below:

Favourable organisation climate: this model gives the best climate to employees so that they feel as if they are partners with the management. Contribution of employees is same as of the management because both accept the challenges.

Team spirit: This model uses the concept of team and mutual understanding between each other. Workers accept the opportunities and challenges because they are obliged to do so and not because the management force them to do and give them punishment to do so. This way of doing the work helps in developing the organisation system with self-discipline.

Useful in research: collegial model is one of the models which are useful in laboratory research and even other similar kind of work situations. By using this model, workers feel satisfied and important as they have involvement in management matters.

A brief comparison of all the four models is given in the following table:

	Autocratic	Custodial	Supportive	Collegial
Basis of model	Power	Economic resources	Leadership	partnership
Managerial orientation	Authority	Money	Support	Teamwork
Employee orientation	Obedience	Security and benefits	Job performance	Responsible behaviour
Employee psychological result	Dependence on bosses	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

5. Behavioural Models

In this section we will discuss four models of individual behaviour. These models are very useful to understand individual behaviour:

5.1 Rational and emotional models: According to rational model, an individual is perceived as highly rational being. Whenever, comes across with some problem, the individual is expected to collect all relevant information, analyse it and then take a final decision. Thus, this model assumes human beings as serious, deliberative and computational. In contrast to this emotional model assumes human beings to be more emotional which are guided by their emotions. This model states that individual decision making is derived by the dominant emotions.

5.2 Behaviouristic and humanistic models: Behaviouristic model states that human beings can only be described in terms of their behaviours. For this purpose of describing an individual, only observable behaviour is considered. Humanistic model states that individuals are philosophical not scientific.

5.3 Economic and self-actualising models: Economic model conceptualises human beings as economic in orientation. This model advocates the use of economic rewards and incentives for enhancing the productivity. In contrast to this self-actualising model states that human beings are motivated by the opportunity to grow and develop not just by economic rewards. This model assumes that human beings have the cravings to fulfil their self-actualisation need and therefore, they strive to accomplish their goals.

5.4 Theory X and theory Y: As discussed earlier also theory X assumes individuals to be uncreative, lazy, shirk worker and undisciplined. Theory Y postulates that individuals are not shirk workers. They like work and tend to take responsibility. They have the potential which can be channelized to achieve organisational goals.

6. Summary

In this module, we have discussed the basic OB model. The model explains the interaction between individual variables, group variables and organisational variables and the cumulative effect of these variables on human behaviour in the organisational context. Individual behaviour has the tendency to influence and influenced by the group behaviour, which further influence and is influenced by organisational system, structure and design. These three levels of behaviour further affect human performance at work. This phenomenon is explained by the basic OB model. The model proposes two types of variables: independent variables and dependent variables. Set of independent variables includes all variables which govern individual behaviour at three levels: Individual level, group level and organisational system level. Dependent variables can be defined as the response which is caused by independent variables. These variables have serious implications for the organisational effectiveness. The important dependent variables are productivity, absenteeism, turnover, satisfaction and organisational citizenship behaviour

After having an understanding of different sets of independent and dependent variables that constitute an OB model, it is very clear that different organisations use different models as per their ideologies, situations and requirements. There are four types of OB models: autocratic model, custodial model, supportive model and collegial model. These models have been discussed in this module. Besides that, four models of individual behaviour: rational and emotional model, behaviouristic and humanistic model, economic and self-actualising model and theory X and theory Y. These models are useful in understanding individual behaviour.

Learn More:

Stephen Robins (2012). Organizational Behavior. New Delhi-110092: Prentice Hall publications.
Aswathappa, K. (2003). Organisational Behaviour. Himalaya Publishing House.
Nair, S. R. (2010). Organisational Behaviour (text & Cases). Himalaya Publishing House.
Prasad, L. M. (2014). Organizational Behaviour. Sultan Chand & Sons.
Greenberg, J. (2003). Organizational Behavior: The State of the Science. Lawrence Erlbaum Associates.
Miner, J. B. (2002). Organizational Behavior: Foundations, Theories, and Analyses. Oxford University Press.
Pareek, U. (2014), Understanding Organisational Behaviour, Oxford University Press (Revised and Updated by Sushama Khanna)
http://www.bput.ac.in/lecture_notes/ob.pdf
Ivancevich, J.M., Konopaske, R. and Matteson, M. (2012), Organisational Behaviour and Management, Mc Graw Hill.
Moshal, B.S. (2015), Organisational Behaviour, Anne Books.