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  • Organizational Behaviour

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    Nazmin Sira
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    Keith Davis identified four models of organizational behavior - autocratic, custodial, supportive, and collegial. The autocratic model focuses on power and authority, meeting employees' subsistence needs and resulting in minimal performance. The custodial model emphasizes economic resources and security, meeting security needs and resulting in passive cooperation. The supportive model centers around leadership and support, satisfying status and recognition needs and awakening drives. Finally, the collegial model is based on partnership and teamwork, fulfilling self-actualization needs and producing moderate enthusiasm. While organizations may exhibit aspects of different models, typically one model dominates with some overlap from others.

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    Keith Davis identified four models of organizational behavior - autocratic, custodial, supportive, and collegial. The autocratic model focuses on power and authority, meeting employees' subsistence needs and resulting in minimal performance. The custodial model emphasizes economic resources and security, meeting security needs and resulting in passive cooperation. The supportive model centers around leadership and support, satisfying status and recognition needs and awakening drives. Finally, the collegial model is based on partnership and teamwork, fulfilling self-actualization needs and producing moderate enthusiasm. While organizations may exhibit aspects of different models, typically one model dominates with some overlap from others.

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    46 views2 pages

    Organizational Behaviour

    Uploaded by

    Nazmin Sira
    Keith Davis identified four models of organizational behavior - autocratic, custodial, supportive, and collegial. The autocratic model focuses on power and authority, meeting employees' subsistence needs and resulting in minimal performance. The custodial model emphasizes economic resources and security, meeting security needs and resulting in passive cooperation. The supportive model centers around leadership and support, satisfying status and recognition needs and awakening drives. Finally, the collegial model is based on partnership and teamwork, fulfilling self-actualization needs and producing moderate enthusiasm. While organizations may exhibit aspects of different models, typically one model dominates with some overlap from others.

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    Organizational Behaviour

    Models of Organizational Behavior Keith Davis recognizes four different models of OB. These models show evolution of the thinking and behaviour on the part of management and managers alike. The four major models or frameworks that organizations operate out of: Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm. Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. Autocratic Model depends on Managerial orientation Employee orientation Employee psychological result Employees needs met Performance result Power Authority Obedience Dependence on boss Subsistemce Minimum Custodial Economic resources Money Security Dependence on organization Maintenance Passive cooperation Supportive Leadership Support Job Participation Higher-order Awakened drives Collegial Partnership Teamwork Responsiblity Self-discipline Self-actualization Moderate enthusiasm

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