Presents the different models of organizational behavior.

1. Different
Models of
Organizational
Behavior
Samuel Z. Sison

2. Autocratic
Model
The basis of this model is power with a
managerial orientation of authority.
Those who are in command must have the
power to demand “you do this – or else”
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

3. Autocratic
Model
Its principal weakness is its high human cost
especially as cause by micromanagement
Micromanagement  a natural pattern of
autocratic managers
 is the immersion of a manager of
controlling the details of daily operations.
Employee typically detest a micromanager,
with the result being low morale, paralyzed
decision due to fear of second-guessed and
high-turnover

4. Autocratic
Model
Usefulness:
•It is an acceptable approach
to guide managerial
condition when there were
no well-known alternatives.
•Useful under some extreme
conditions such as
organizational crisis

5. Custodial
Model
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
Employee feel with reasonable contentment
Most employees are not producing anywhere near
their capacities
The performance result is passive cooperation

6. Supportive
Model
The basis of this model is leadership with a managerial
orientation of support
The employees in turn are oriented towards job performance
and participation
Psychological result is a feeling is a feeling of participation and
task involvement in the organization.
Employees may say “we” instead of “they”
Employees are strongly motivated because their status and
recognition needs are better met, thus they have awakened
drive for work

7. Collegial
Model
The basis of this model is partnership with
a managerial orientation of teamwork
The result is that the employees feel
needed and useful
“There is at least one important thing that
cannot be done unless you do it”
• The employee in turn are oriented towards
responsible behavior and self-discipline.
• The employee need that is met is self-actualization

8. System
Model
Employees want a work context that is
ethical, infused with integrity and trust and
provide an opportunity to experience a
growing sense of community among
coworkers.
There is spirituality at work-the desire for
employees to know their deepest selves
better, to grow personally, to make a
meaningful contribution to society and to
demonstrate integrity in every action
taken.

9. System
Model
Managers must increasingly demonstrate a sense
of caring and compassion, being sensitive to the
needs of the diverse workforce.
This model reflects the values underlying positive
organizational behavior, where managers focus
their attention on helping employees develop
feelings of hope, optimism, self-confidence,
empathy, trustworthiness, esteem, courage, and
resiliency.

10. System Model
• Managers at all levels need to display two key ingredients:
1. Authenticity – the demonstrated ability to open
themselves up to others by being transparent, while
“walking the talk” of the underlying values.
2. Social Intelligence
Dimensions of Social Intelligence:
a. Empathy – appreciation for and connectedness
with others.
b. Presence – Projecting self-word in one’s bearing
c. Situational Radar – Ability to read social
situations and respond appropriately.
d. Clarity – Using language effectively to explain
and persuade
e. Authenticity – being “real” and transparent,
while projecting honesty.

11. System
Model
Employees embrace the goal of organizational effectiveness
and recognize the mutuality of company-employee obligation
It creates a sense of psychological ownership for the
organization and its product services
Employees go beyond the self-discipline and reach a state of
self-motivation
The higher-order needs (e.g., social, status, esteem,
autonomy, and self-actualization) are met
Engender employee's passion and commitment to
organizational goals

12. Conclusion
About the
Models
Evolving Usage
Relation of Models To Human Needs
Increasing Use of Some Models
Contingent Use of All Model
Managerial Flexibility