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P R A V I N

M A N D O R A

MODELS

Basis of model
Managerial
Orientation
Employee
Orientation
Employee
Psychological
Result
Employee
needs met
Performance
Result

Autocratic
Power
Authority
Obedience
Dependence
on boss
Subsistence
Minimum cooperation

OF

G R O U P

OB

T U T I O N S

Custodial
Economic
resources
Money

Supportive
Leadership

Collegial
Partnership

Support

Teamwork

Security &
Benefits
Dependence
on
Organisation
Security

Job
Performance
Participation

Responsible
behaviour
Self-discipline

Status &
Recognition
Awakened

SelfActualisation
Moderate
enthusiasm

Passive drives

THE AUTOCRATIC MODEL :


The autocratic model has its roots in history & certainly, it became the prevailing
model of the industrial revolution. The autocratic model depends on power. In the
Autocratic environment, the managerial orientation is formal, official authority.
Management believes that it knows what is best & that the employees task is to
follow orders. It assumes that employees have to be directed, persuaded & pushed
into performance & such promprting task is of manager. Management does the
thinking & employees obey the orders. This conventional view of management leads
to tight control of employees at work.
Under autocratic conditions, the employee orientation is obedience to a boss, not
respect for a manager. The psychology result is for employees are dependence on
their boss, whose power is to hire, fire & perspire them. The boss pays minimum
wages because minimum performance is given by employees. They are willing to
give minimum performance because they must satisfy subsistence needs for
themselves & their families. Some employees give higher performance because of
PRAVIN MANDORA
M.B.A (FINANCE) , I.C.W.A (INTER)

MOB : 98258 14701

93757 14701

P R A V I N

M A N D O R A

MODELS

OF

G R O U P

OB

T U T I O N S

internal achievement drives, because they personally like their boss or because of
some other reason.; but most of them give only minimum performance.
The Autocratic model is a useful way to accomplish work. It is not a complete
failure. The picture of the autocratic model just presented is an extreme one,
actually it exists in all shades of grey, from rather dark to rather light. This view of
work built great railroad systems, operated giant steel mills & produced the
dynamic industrial civilization that developed in United States. It does get results,
but usually moderate results. Its principal weakness is its high human costs.
This model was an acceptable approach to guide managerial behaviour when there
were no well-known alternatives and it still can be useful under some conditions like
organisational crises.

THE CUSTODIAN MODEL :


When managers began to study their employees, they soon recognised that
although autocratically managed employees did not talk to their boss but also do
not think about solving the problems. Under autocratic environment, employees
were filled with insecurity, frustration & anger toward their boss. But as they could
not talk directly to the manager, they vented them on family members.
Some around 1890s, employers thought that there ought to be some way to
develop better employee satisfactions & security. If the insecurities, frustrations &
aggressions of employees could be dispelled, the employees might feel more like
working. To satisfy the security needs of employees, a number of companies began
welfare programs in the 1890s & 1900s. In the 1930s, welfare programs evolved
into a variety of fringe benefits to provide employee security. Employers - & unions
& Govt. began caring for the security needs of workers. They were applying a
custodial approach.
A successful custodial approach depends on economic resources. The resulting
managerial orientation is toward money to pay wages & benefits. Since employees
physical needs are already reasonable met, the employer looks to security needs as
a motivating force. If an organisation does not have the wealth to provide pensions
& pay other benefits, it can not follow a custodial approach.
The custodial approach leads to employee dependence on the organisation. Rather
than being dependent on their boss for their weekly bread, employees now depend
on organisations for their security & welfare. If employees have long period of
seniority under the union contract & a good pension program, they can not afford to
quit even if the grass looks greener somewhere else.
So under this model, employees become psychologically preoccupied with their
economic rewards & benefits. As a result of their treatment, employees are well
PRAVIN MANDORA
M.B.A (FINANCE) , I.C.W.A (INTER)

MOB : 98258 14701

93757 14701

P R A V I N

M A N D O R A

MODELS

OF

G R O U P

OB

T U T I O N S

maintained & contended. However, contentment does not necessarily produce


strong motivation; it may produce passive co-operation. Employees may not
perform as effectively as they perform under autocratic environment.
The model has both plus & minus points. The plus point is that it brings security &
satisfaction to workers. The minus point is that most employees are not producing
anywhere their capacity. They are also not motivated to increase their capacities to
which they are capable. Though employees are happy, most of them really do not
feel fulfilled or motivated.

THE SUPPORTIVE MODEL :


The supportive model of organisational behaviour had its origins in the principal of
supportive relationships. This principal is given by Rensis Likert.
According to him, The leadership & other processes of the organisation must be
such as to ensure a maximum probability that in all interactions & all relationships
with the organisation each member will, in the light of his/her background, values &
expectations, view the experience as supportive and one which builds & maintains
his/her sense of personal wealth & importance.
So the supportive model depends on leadership instead of power or money. Through
leadership, management provides a climate to help employees grow & accomplish
the things which are in the interest of the organisation.
The leader assumes that the workers are not by nature passive & resistant to
organisational needs, but they are made so by an inadequately supportive climate
at work. The leader assumes that they will take responsibility, develop a drive to
contribute & improve themselves, if management gives them a chance.
Managements orientation, therefore, is to support employees job performance,
rather than to simply support employee benefit payments as in custodial approach.
Since management supports employees in their work, the psychological result is a
feeling of participation & task involvement in the organisation. Employees say we
instead of they when referring to their organisation. They are more strongly
motivated than by earlier models as their status & recognition needs are better
met.
Supportive behaviour is not the kind of behaviour that requires money. The
managers role is one of helping employees in solving their problems & accomplish
their work.
The supportive model works well with both employees & managers & it has been
widely accepted, at least philosophically. There are many reports which states that
supportive model is fruitful.

PRAVIN MANDORA
M.B.A (FINANCE) , I.C.W.A (INTER)

MOB : 98258 14701

93757 14701

P R A V I N

M A N D O R A

MODELS

OF

G R O U P

OB

T U T I O N S

The supportive model of OB tends to be especially effective in affluent nations


because it responds to employee drives toward a wide array of emerging needs. It
has less immediate application in the developing nations, because their employees
current needs & social conditions are quite different.

THE COLLEGIAL MODEL :


This model is an extension of the supportive model. The term collegial relates to a
body of people having a common purpose. The collegial model, which embodies a
team concept, first achieved widespread applications in research laboratories &
similar work environments. The Collegial model was used less on assembly lines,
because the rigid environment made it difficult to develop there.
A contingency relationship exists in which the collegial model tends to be more
useful with unprogrammed work, an intellectual environment & considerable job
freedom
The Collegial model depends on managements building a feeling of partnership
with employees. The result is that employees feel needed & useful. The result is
that employees feel needed & useful. Both work jointly, so managers are seen as
joint contributors rather than as bosses. The managerial orientation is toward
teamwork. Management is the coach that builds a better team. The employee
response to this situation is responsibility.
E.g., employees produce quality work not because management tells them to do so
or because the inspector will catch them if they do not work but they feel inside
themselves an obligation to provide others with high quality.
The psychological result of the collegial approach for the employee is self-discipline.
This kind of environment provides normally some degree of fulfillment to the
employees, they feel they are making worthwhile contribution for the organisation &
are satisfying self-actualisation needs.

THE SYSTEM MODEL :


This is an emerging model of Organisational Behaviour. It is the result of a strong
search for higher meaning at work by many of todays employees; they want more
than just a paycheck & job security from their jobs. Since they are asked to spend
many hours of their day at work, they want a work context there that is ethical,
infused with integrity & trust & provide an opportunity to experience a growing
sense of community among co-workers. To accomplish this, managers must
increasingly demonstrate a sense of caring & compassion & sensitive to the needs
PRAVIN MANDORA
M.B.A (FINANCE) , I.C.W.A (INTER)

MOB : 98258 14701

93757 14701

P R A V I N

M A N D O R A

MODELS

OF

G R O U P

OB

T U T I O N S

of diverse workforce with rapidly changing needs & complex personal & family
needs.
Under this model, managers try to convey to each worker, You are an important
part of our whole system. We sincerely care for you. We want to join together to
achieve a better product or service, local community & society at large. We will
make every effort to make products that are environmentally friendly.

The role of manager is one of facilitating employee accomplishments through a


variety of actions. E.g., (i) Show genuine concern for people & understanding
people. (ii) Offer timely & acceptable feedback. (iii) Build cohesive & productive
work teams (iv) Coach individuals & groups in appropriate skills (v) Influence people
to learn continuously & share that learning with others.
Due to these, they experience a sense of psychological ownership for the
organisation & its products & services. They develop a state of self-motivation, in
which they take responsibility for their own goals & actions. As a result, their higher
order needs are satisfied by the management. This creates employees passion &
commitment to organisational goals. They are inspired, they feel important. What
the system accomplishes is more important for employees than what their own
individual goals.

PRAVIN MANDORA
M.B.A (FINANCE) , I.C.W.A (INTER)

MOB : 98258 14701

93757 14701

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