2. MODELS OF ORGANISATIONAL BAHAVIOUR
The basic purpose of model
development is to understand the human bahaviour
in an organisation.Prediction and control of
human behaviour are also taken in to models of
organisational behaviour.
Model illustrates the
goals,parameters and factors of organisational
behaviour.Model describes the abstraction of
reality,simplifies the representation of real
world phenomenon.Model of organisational
behaviour explains the behaviour at
individual,group and organisational levels.

3. The models are developed on dependent
and independent variables.
DEPENDENT VARIABLES
The dependent variables of organisational
behaviour are explored to find out the impact of
behavioural factors on them.The skills and
efficiencies of individuals are
developed.Innovation and professionalisation
take place.The organisation develop
subquently.In brief,the productivity,turnover
and job satisfaction are increased as a result
of improved organisational behaviour.

4. INDEPENDENT VARIABLES
The independent variables influencing
organisational model of behaviour are
individual, group and structure of organisation.

5. TYPES OF MODELS OF
ORGANISATIONAL BEHAVIOUR
Organisation differ in the quality of
organisational behaviour that they develop.These
differences are substantially caused by
different models of organisational behaviour
being followed by management in each
organisation.
The different models of
organisational behaviour are as follows:

6. AUTOCRATIC MODEL

7. AUTOCRATIC MODEL
This model depends on power of the boss.
Those who are in the command must have the
power to demand.In an autocratic environment,the
managerial orientation is official authority.
Under autocratic model, the employee
orientation is obedience to the boss, not
respect for him.The psychological result of
employees is dependence on their boss whose
power to hire,fire and perspire them is almost
absolute. The employees needs must satisfy
subsistence needs of themselves and their
families.And most of the employees give minimum
performance.

8. CUSTODIAL MODEL

9. CUSTODIAL MODEL
The custodial model depeds on economic
resources.If an organisations does not have the
wealth to provide pensions and pay other
benefits, it cannot follow a custodial
approach.The resulting managerial orientation is
towards money to pay wages and benefits. Since
employees physical needs are already reasonably
met, the employer looks to security needs as a
motivating force.
The custodial approach leads to
employee dependence on the organisation.The
employees are satisfied and happy but they are
not strongly motivated,so they give only passive

10. SUPPORTIVE MODEL

11. SUPPORTIVE MODEL
The supportive model has its origin in the
“principles of supportive relationship”.The
supportive model depends on leadership instead
of authority or economic rewards.Through
leadership,management provides a climate to help
employees grow and accomplish.Management’s
orientation,therefore,is to support the
employees job performance.The workers feel a
sense of participation and takes involvement in
the organisation.The workers are more concerned
about higher level needs affiliating and esteem.

12. COLLEGIAL MODEL

13. COLLEGIAL MODEL
The term “collegial” refers to a body of persons
having a common purpose.It is a team concept.The
collogial model depends on management’s building
a feeling of partnership with employees.The
managerial orientation under collogial model is
team work.The employees are self disciplined.The
employees are concerned with seif actualisation
needs.The self actualisation will lead to
moderate enthusiasm in performance.

14. MODEL OF ORGANISATIONAL BEHAVIOUR
MODEL AUTOCRATIC CUSTODIAL SUPPORTIVE COLLEGIAL
BASIS OF MODEL POWER ECONOMIC LAEDERSHIP PARTNERSHIP
RESOURCES
MANAGERIAL AUTHORITY MONEY SUPPORT TEAMWORK
ORIENTATION
EMPLOYEE OBEDIANCE SECURITY AND JOB RESPONSIBLE
ORIENTATION BENEFITS PERFORMANCE BEHAVIOUR
EMPLOYEE DEPENDENCE ON DEPENDENCE PARTICIPATION SELF-DISCIPLINE
PSYCHOLOGICAL BOSS ON
RESULT ORGANISATION
EMPLOYEE NEEDS SUBSISTENCE SECURITY STATUS AND SELF-
MET RECOGNITON ACTUALIZATION
PERFORMANCE MINIMUM PASSIVE AWAKENED MODERATE
RESULT COOPERATION DRIVES ENTHUSIASM

15. OTHER TYPES OF MODELS
FEUDAL MODEL
The feudal model treated employees as
inferior elements in an organisation.The
employees should be treated sternly.People’s
desires and values were not considered for
management purposes.It was very well known as
Theory X where in actions,policies,procedures
were considered superior to human
beings.Carrot(money) and stick(threat of
retrenchment)approach was used for motivation.It
concentrated on formal organisation and ignored
social and human values.

16. HUMAN VALUE MODEL
Organisation should appreciate human
values of employees rather than economic
values.People work in the organisation not only
for fulfilling the economic needs but they
devote time therefore getting satisfaction and
fulfilling their social and psychological needs.
They bother for human dignity.It is briefly
known as SOBC model.

17. CONTINGENCY MODEL
The contingency model of organisational
behaviour assumes complex variables influencing
the behaviour of individuals,groups and
structure.So contingent solutions are designed
to meet the challenges of growth.Theory Z is
developed to demonstrate contingent model.It is
also known as hybrid model where in long-term
employment and promotion are guranteed.

18. CONCLUSION
The obvious conclusion is that there is
no best model.It is wrong to assume that a
particular model is the best one and will be
applicable all situations and for all times to
come.The managers using autocratic and custodial
models will have to change their thinking and
practices to meet new conditions where workers
are educated and understand the implication of
democracy.Even the supportive model may not work
under the new conditions.That is why, the great
challenge before the manager is to identify the
model he is actually using and then asses its
current effectiveness.