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Summary The paper discusses the four evolving models defined by Keith Davis; autocratic, custodial, supportive, and

collegial. Further, it will explain the parallels of the need for security with an autocratic management style; the need for belongi ng and achievement with a custodial and supportive management style; and self-ac tualization with a collegial style of management. I. Introduction The necessity to understand, apply, and improve positive organizational behavior s is important considering the fact that most people were born, educated, lived and died while being part of an organization. At the same time, many would acqui re material gains through their organizations and some acts are governed by cert ain authoritative organizations. Furthermore, through its study, organizational behavior will make managers more effective as they will be able to understand th e reasons for certain behaviors of employees, the needs, feelings and the motiva tions of employees, their attitudes, and even their interaction with people outs ide the organization which will be vital for good governance. Undeniably, organizations differ in the quality of the systems they develop and maintain and in the results they achieve. These differences are substantially ca used by different models of organizational behaviour which constitute the belief system that dominates managements thought and affects managements action in each organization. Through the study of Organizational Behavior, specific factors wer e studied such as attitudes, performance, productivity, interpersonal relationsh ips, satisfaction in the job, employee commitment as well as the commitment at v arious levels of the organization. However, these factors could change based on the corporate culture, leadership and the management style of a particular organ ization. Thus, the correlation of these findings would ultimately influence the managerial practices in a more productive manner. It should be noted that the model that a manager holds usually begins with certa in assumptions about people and thereby leads to certain interpretations of orga nizational events. II. Models of Organizational Behavior Every firm has an organizational behavior system. It includes the stated or unst ated philosophy, values, visions and goals; the quality of leadership communicat ions, and group dynamics; the nature of both the formal and informal organizatio ns; and the influence of the social environment. These items combine to create a culture in which the personal attitudes of employees and situational factors ca n produce motivation and goal achievement. In modern times, managers confront many challenges and opportunities. The greate st challenges among all of them are the result of environmental changes occurrin g due to globalization, information technology, total quality, and diversity and ethics. Organizational Behavior (OB) Models help managers to face these challen ges and take appropriate actions. The four models of OB are the autocratic model , the custodial model, the supportive model and the collegial model. The autocra tic model is based on power. It works well especially in times of an organizatio nal crisis. The custodial model of OB takes into consideration the security needs of employe es. A custodial environment gives a psychological reassurance of economic reward s and benefits. The supportive model of OB seeks to create supportive work envir onment and motivate employees to perform well on their job. In the collegial mod el, the management nurtures a feeling of partnership with its employees, and mak es the employees feel themselves as an asset to the organization. In general, these four main models are used to describe the organizational behav iour. With autocratic model, the managerial power remains in the hands of a boss a nd other individuals in the organization are oriented towards being obedient and dependent on the boss. However, in this model, the productivity is known to be at its lowest. Typically in situations where there is less internal motivation to complete task s and have a vested personal interest in its outcomes, the autocratic model tend

s to get results. This is certainly true from the manufacturing growth during th e industrial revolution where many workers were struggling for sustenance and th e concept of ownership of one s profession was unheard of at the time. Authority and enforcement of productivity and compliance with rules, both societal and fr om a company s perspective, all contributed to the need for autocratic leadershi p styles and hence the model being created. The custodial model that focuses on security and passive cooperation on the part of workers and eventually leads the m to organizational dependency is contrasted to the autocratic model due to the recognition of the individual value of the contributor or employee. In an autocr atic work environment, there is no delineation of worker s unique and valued exp eriences, unless the work is heavy manual labor and the worker can lift over 100 lbs., yet autocratic leadership sacrifices the individual talents of employees for the accomplishment of a highly defined and often rigid goal that can often o nly be achieved through manual labor or drudgery. Leaders who adopt an autocratic style favor making decisions on their own and te lling other people what to do. In leadership training, the autocratic style of l eadership is often criticized because it negates developing relationships betwee n members of the organization that allow decisions to be made by leaders and fol lowers. However, autocratic-style leadership can have positive effects on increa sing production results and dealing effectively with crisis situations. In the military and other urgent circumstances, people may prefer the ability to be told what do next. According to Money Zine, "In fact, in times of stress or emergency, some subordinates may actually prefer an autocratic style--they prefe r to be told exactly what to do. The autocratic leadership style is very effecti ve when times are stressful." Lengthy debate has no place in many work environments, and this form of leadersh ip limits arguments. It allows employees to have one task, and that is to work, which could mean that the employees master their tasks and become proficient eno ugh to help grow the company. However, it can be frustrating if the boss talks to the employees only when they make mistakes, and little praise is provided. In addition, it can generate a co mpany of zombies with no fresh ideas. This autocratic style can create an enviro nment of fear and resentment, leading to high turnover and absenteeism, which ca n hinder progress. Moreover, it can stifle creative ideas that might make the co mpany more competitive. The second model of Organizational Behavior is the custodial model. As the name suggest, the monetary or other vital custodianships remain with the managers and others are oriented towards gaining certain benefits based on their performance . This relationship is said to drive a passive corporation between individual wo rkers and the organization. It operates on economic resources, hence, managers e mploy a custodial model to motivate a group of workers to work toward financial security and benefits. A successful custodial approach depends on economic resources. The resulting man agerial orientation is toward money to pay wages and benefits. Since employees ph ysical needs are already reasonably met, the employer looks to security needs as a motivating force. If an organization does not have the wealth to provide pens ions and pay other benefits, it cannot follow a custodial approach. The custodia l approach leads to employee dependence on the organization. Rather than being d ependent on their boss for their weekly bread, employees now depend on organizat ions for their security and welfare. Employees working in a custodial environmen t become psychologically preoccupied with their economic rewards and benefits. A s a result of their treatment, they are well maintained and contended. However, contentment does not necessarily produce strong motivation; it may produce only passive cooperation. The result tends to be those employees do not perform much more effectively than under the old autocratic approach. Many firms are still operating in this manner, developing a reputation for lookin g after their employees. In some countries notably Japan, such a model of organiz ational behaviour is the rule rather than exception. In the Supportive Model of Organization Behavior, the role of the manager is tha t of a source of psychological support for his employees rather than of economic

support or of power over. Basically, in this model, manager should create the rig ht psychological atmosphere among the work group and should inspire rather than bully or threaten, he should lead rather than chase, and he should try to make t he employees tasks more comfortable and less stressful. Further, the supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and ac complish in the interest of an organization. This model assumes that employees w ill take responsibility, develop a drive to contribute and improve them if manag ement will give them a chance. Therefore, management s direction is to Support the employee s job performance rather than to support employee benefit paymen ts, as in the custodial approach. Since management supports employees in their w ork, the psychological result is a feeling of participation and task involvement in an organization. Employee may say we instead of they when referring to their org anization. Employees on this model are more strongly motivated than by earlier models becau se of their status and recognition needs are better met. Thus they have awakened drives for work. A useful extension of the supportive model is the collegial model. The term colle gial relates to a body of people working together cooperatively. The collegial mo del depends on managements building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are con tributing also, so it is easy to accept and respect their roles in their organiz ation. Managers are seen as joint contributors rather than as bosses. The manage rial orientation is toward teamwork. Management is the coach that builds a bette r team The employees response to this situation is responsibility. For example em ployees produce quality work not because management tells them to do so or becau se the inspector will catch them if they do not, but because they feel inside th emselves an obligation to provide others with high quality. They also feel an ob ligation to uphold quality standards that will bring credit to their jobs and co mpany. The psychological result of the collegial approach for the employee is se lf-discipline. Feeling responsible, employees discipline themselves for performa nce on the team in the same way that the members of a football team discipline t hemselves to training standards and the rules of the game. In this kind of envir onment employees normally feel some degree of fulfillment, worthwhile contributi on, and self-actualization, even though the amount may be modest in some situati on. This self-actualization will lead to moderate enthusiasm in performance. III. Conclusion Although there are four separate models, almost no organization operates exclusi vely in one. There will usually be a predominate one, with one or more areas ove r-lapping in the other outside world. The behavior of one member can have an imp act, either directly or indirectly, on the behavior of others. Hence, it is wrong to assume that a particular model is the best model. This is because a model depends on the knowledge about human behaviour in a particular e nvironment, which is unpredictable. Thus, the selection of model by a manager is determined by a number of factors such as the existing philosophy, vision, and goals of manager. In addition, environmental conditions help in determining whic h model will be the most effective model. The primary challenge for management, therefore, is to identify the model it is actually using and then assess its cur rent effectiveness. References: Davis (1968) The Evolving Models of Organizational behavior. Academy of Manageme nt Journal. March 1968. pages 27 - 39 http://www.money-zine.com/Career-Development/Leadership-Skill/Autocratic-Leaders hip/

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