Mark Jayson B.

Occidental

BT WAF 4A

1. What are the basic approaches to OB?

 Human Resources Approach:

Human resources approach provides for the changes in the managerial role. It requires that the
managers, instead of controlling the employees, should provide active support to them by treating them
as part of the group.

 Contingency Approach:

The organisational structure and the processes of management are governed by the external
environment and several aspects of the internal environment. Effective management processes will vary
in different situations depending on the individuals and groups in the organisation, the nature of the job
and technology, the environment facing the organisation and its structure.

 Productivity Approach:

Productivity means the numerical value of the ratio of output to input. Higher the value of this ratio,
greater is the efficiency and effectiveness of the management. The traditional concept of productivity
was concerned with economic inputs and output only. But nowadays human and social inputs and
outputs are equally important.

 System Approach

The systems approach is of the view that an organisation is a powerful system with several subsystems
which are highly and closely interconnected. Any action taken to solve the problems in one subsystem
will have its effect on the other subsystems as well; since all the parts of the organisation are closely
connected.

My example Human resources approach: The superiors and managers should practice a style
where workers are given the opportunities and encouragement to perform under loose supervision. By
treating individuals as mature adults, organisations can increase productivity and at the same time meet
the needs of individuals for independence and growth
2. What are the five models of OB?

Autocratic model

 The model asserts that employees need to be instructed and motivated to perform while
managers do all the thinking. The whole process is formalized with the managers, and authority
power has the right to give the command to the people, “

Custodial Model

 Now managers have begun to study their employees’ needs; they found out that although in
the autocratic setup, employees do not talk back yet they have many things to say but the
incapability to speak results in frustrations, insecurity, and aggressive behavior towards their
employee’s bosses. Since they are not able to display their feelings, they would vent these
feelings to their family and neighbors.

Supportive Model

 Unlike the two previous approaches, the supportive model emphasizes on a motivated and
aspiring leader. There is no space for any control or authoritative power in this model or on the
incentives or reward schemes, but it is simply based on motivating staff through the
establishment of the manager and employee relationship and the treatment that is given to
employees on a daily basis.

The Collegial Model

 In this scheme, the structure of an organization is developed in a way that there is no boss or
subordinates, but all are colleagues who have to work as a team. Each of the employees has to
participate and coordinate with each other to achieve the target rate. No one is worried about
his status or job title.

The System Model

 The most emerging model of today’s corporate era is the system model. This model emerged
from rigorous research to attain a higher level of meaning at work. Today’s employees need
more than salary and security from their job; they need the hours they are putting towards the
organization is giving them some value and meaning.

MY EXAMPLE AUTOCRATIC MODEL -The theory of X assumption of McGregor states employers do not
take responsibility, and managers have to supervise their work to obtain desired results. This model can
also be compared to the Likert system in which the use of punishment, force, fear, or threats is
sometimes used to get the results from the employees.