Organisational Behaviour

Transcription

1 Organisational Behaviour OB is the study of what people think, feel and do in and around organizations. But before this let us first understand what actually is an organization? An organization represents a group or institution arranged for efficient work through a process which comprises of various activities to achieve collective goals. Organizations have been in to existence since ages. We have many examples of contemporary organizations, ranging from wal-mart, the world s largest and most successful retailer to Arcelor Mittal in the field of steel. Acc to Steven Jobs, CEO Apple, a company is one of humanity s most amazing inventions. No doubt, an org is built with bricks and mortar but basically a co. is a place where groups of people work interdependently to achieve a common purpose. Organizations are not buildings or mere a physical structure but rather consists of people who interact with each other in an organized way to achieve a set of goals. These organizational goals can be achieved through majorly three things- First is the social arrangement, then controlled performance and the last thing is the collective goals. By social arrangement we mean that every organization has a structure which enables its employee to work together towards a common goal. Controlled performance means that every organization has some systems and procedures which ensures the successful achievement of organizational goals. And the collective goals are those well defined goals of the organization which are well defined since the establishment of the organization. OB is concerned with the functioning of an organization by the study and application of knowledge about the human behavior- as an individual and as a group- for managing the people effectively and efficiently. OB is a distinct area of expertise with a common body of knowledge. It studies about behavior of individual and groups and its impact on the structure of the organization. Its all about how the people in the organization are managed so that the goal of the organization is achieved through common effort and every employee manage to give their best performance. Eg. There is an interesting incident from an organization in US named Four seasons hotels and resorts, one of the worlds leading operators of luxury hotels. A traveler from middle east had an unusual request on his visit to this hotel. The request was that his kids had not seen santa claus since the have arrived, and it took no time for Liliana Vidal Quadras who was the assistant front office manager to find an employee and costume him to play santa for a few hours. Actually the four seasons works majorly on hiring people who value customer service and mutual respect

2 Evolution of OB The evolution of organizational behaviour can bestudied basically under three phases- first is the industrial revolution and then the human relations movement and then finally the organizational behaviour evolved. The evolution of organizational behavior can be studied mainly under three phases 1 Industrial Revolution: The Industrial Revolution was responsible for planting the seed for potential improvement. However it brought about materialism, discipline, monotony boredom, job displacement, impersonality, work interdependence and related behavioural phenomena..never the less, Industry created surplus of goods knowledge that eventually gave workers increased wages, shorter hours and more work satisfaction. In this new industrial environment Robert Owen, a young Welsh factory owner, in the year 1800, was one of the first to emphasis the human needs of employees. He improved the working conditions at workplace., he taught his workers cleanliness and temperance. He was against employing the child labour. His contributions towards the welfare of the workers entitled him to be called the father of personnel management. He laid the foundation of modern organisational behavior In 1835 Andrew Ure published his The Philosophy of Manufacturer, in which he included the human factor as one of the factors of production, besides the mechanical and commercial parts. Believing in the importance of the human factor, Ure provided workers with hot tea, medical treatment and sickness payments. Mary Parker Follett, an American social worker, management consultant and pioneer in the fields of organizational theory and organizational behavior developed a profound interest in the group relations and the dynamics of the group. Although her work followed on, to some extent, from the pioneering work of Robert owen in the nineteenth century she was among the first to realize the importance of groups and their workings. Responsibility is the gret developer of men, wrote Follett. Group working was an essential starting point for any organization in developing a sense of responsibility. She created a philosophy of management embedded in the full complexity of human nature. F.W. Taylor, the father of scientific management, advocated the selection of right people for right jobs, training them adequately, placing them in jobs for which they were best suited and remunerating them handsomely. He pioneered the use of time and motion studies, in which management would carefully break down tasks into simple chunks, then work out the best way for a worker to execute the chunks. The worker then executed their jobs exactly as they were told, like automatons. Taylor published his major work Principles of Scientific Management in The main argument against Taylor is this reductionist approach to work dehumanizes the worker.

3 Scientific management was criticized by employees and theorists for its over-emphasis on task accomplishment and monetary incentives at the cost of respect for human beings. A new approach that treated workers as human beings was desired. And this realization of giving importance to the human aspect gave birth to the human relations movement. 2. The Human Relations Movement: Failure of Scientific Management gave birth to the human relations movement which is characterised by heavy emphasis on employee cooperation and morale. Under this people were to be treated as human beings and not as machines, listening to their needs and problems and involving them in decision-making in matters relating to working conditions. There are varied reasons for this human relations position. The three of the most important contributing factors would be the Great Depression, the Labour Movement and the famous Hawthorne studies. The consequences of the Depression of 1930 were wide spread unemployment, decline of purchasing power, collapse of markets and lowering of the standard of living of people. One positive outcome of the Depression was that management began to realise that production alone could not be its major function. Marketing, finance and personnel were also required in order for a business to survive and grow. Human relations took an increased significance as an indirect and in some cases, direct result of the Depression. Mere creation or strengthening of personnel departments did not improve the plight of workers. Production still preceded people in order of importance in organisations. Decent hours of work, fair wages and adequate working conditions were sacrificed for more production. In general, exploitation of labour continued. Continued exploitation made workers to realise that their protection lay in their own hands. They formed strong unions and this had the desired effect on management. Management began to place primary emphasis on employee relations and secondary attention was given to wages, hours of work and conditions of employment. 3 Hawthorne Studies: The studies were carried out at the Western Electric Companys Hawthorne Works in Chicago, by Elton Mayo, a professor of Industrial Research at the Harward School of Business Administration. He is called the father of human relations movement.. The experiments showed that the worker is not a simple tool but a complex personality interacting in a group situation that often is difficult to understand. The study revealed the importance of the social factor. The degree to which work performance depended not on the individual alone, but on the network of social relationships within which he operated. As more studies on organisations were carried out, it became evident that the informal associations to be found in almost every organisation profoundly affect an individual s motivation to work. Under Howthorne experiments there were four experiments conducted. Those experiments were as follows: 1. Illumination Experiments ( ): These experiments were set out to determine the effect of different levels of illumination i.e. lightening on the productivity of labour and their efficiency. The brightness of the light was increased and decreased to find out the effect on the productivity of the test group. Surprisingly, the productivity increased even when the level of illumination was decreased. It was concluded that factors other than light were also important. The results prompted researchers to investigate other factors affecting worker output.

4 2. Assembly Test Room Study ( ): In order to observe the impact of the other factors a second set of tests was conducted with two small groups of six female telephone relay assemblers. Both the groups were kept in separate rooms. At regular intervals, changes were made in working hours, lunch breaks, rest periods, etc.they were allowed to choose their own rest periods and to give suggestions. Output increased in both the control rooms. It was concluded that social relationship among workers, participation in decision-making, etc. had a greater effect on productivity than working conditions. 3. Mass Interviewing Programme ( ): 21,000 employees were interviewed over a period of three years to find out reasons for increased productivity. It was concluded that productivity can be increased if workers are allowed to talk freely about matters that are important to them. 4. Bank Wiring Observation Room Experiment (1932): A group of 14 male workers in the bank wiring room were placed under observation for six months. A worker's pay depended on the performance of the group as a whole. The researchers thought that the efficient workers would put pressure on the less efficient workers to complete the work. However, it was found that the group established its own standards of output, and social pressure was used to achieve the standards of output. Four general conclusions were drawn from the Hawthorne studies: The social and psychological factors are responsible for workers' productivity and job satisfaction. Only good physical working conditions are not enough to increase productivity. The informal relations among workers influence the workers' behaviour and performance more than the formal relations in the organisation. o o o o o o. The Hawthorne researchers came to view the workplace as a social system made up of interdependent parts. Employees will perform better if they are allowed to participate in decision-making affecting their interests. Financial incentives alone cannot increase the performance. Social and Psychological needs must also be satisfied in order to increase productivity. Good communication between the superiors and subordinates can improve the relations and the productivity of the subordinates. attention and freedom to express their views will improve the performance of the workers. Root cause of performanc Different functions of Management

5 Any organization, whether small or big new or old, needs to function smoothly and achieve its goals and objectives, which it has set forth for itself. For this to happen, they must develop and implement their own management concepts. There are basically five management functions that allow any organization to take control of its destiny. These functions are: planning, organizing, staffing, directing and controlling. 1. Planning- Planning is an unending, systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is rightly said Well plan is half done. Therefore planning takes into consideration available & prospective human and physical resources of the organization so as to get effective co-ordination, contribution & perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. It is the foundation pillar of management.. There are external factors that constantly affect a company, both positively and negatively. Depending on the conditions, a company may have to alter its course of action in accomplishing certain goals. This kind of preparation or arrangement is known as strategic planning. 2. Organizing- The second function of the management is organising which means getting prepared and getting organized. Organizing is the managerial function of arranging people and resources to work toward a goal. The management identifies all the activities that needs to be performed at a particular period of time and also decides that which employee is going to perform which particular task. The purposes of organizing include but are not limited to determining the tasks to be performed in order to achieve objectives, dividing tasks into specific jobs, grouping jobs into departments, specifying reporting and authority relationships, delegating the authority necessary for task accomplishment, and allocating and When organizing, managers must make decisions about the division of labor and work specialization, departmentalization, chain of command, span of management, centralization, and formalization. Collectively, these decisions are often called organizational design. DIVISION OF LABOR OR SPECIALIZATION: More than two centuries ago Adam Smith concluded that division of labor contributes to increased productivity and efficiency by allowing workers to specialize and become proficient at a specific task. This principle, coupled with technological advances, made possible the tremendous productivity of industrial companies during most of the twentieth century. DEPARTMENTALIZATION: After the work to be completed is organized into identifiable jobs through a process of dividing labor, jobs are then combined into logical sections or departments. Doing so allows for effective coordination of effort. There are many ways to departmentalize. One of the most common forms is functional departmentalization, which involves grouping similar jobs into a common department, such as accounting, sales, human resources, and engineering. Another form is product departmentalization, which involves organizing around an enterprise's

6 various product lines. Other ways of departmentalizing include organizing by customer and by geographic territory. CHAIN OF COMMAND: The chain of command is a line of authority extending from the top to the bottom of the organizational structure. Another principle of organizing related to the chain of command is called the unity of command, which states that a person should have only one superior to whom he or she must report. DEGREE OF CENTRALIZATION: Another organizing decision is the degree of centralization in the organizational structure. If decision-making authority in an organization is highly centralized, then most major decisions are made at the upper levels of the structure. Conversely, if decision-making authority is decentralized, important decisions are often made at lower levels of the hierarchy. The degree of centralization that is appropriate for a given organization depends upon many factors, including the nature of the environmental conditions that face the enterprise, the characteristics and abilities of lower-level employees, and the size of the enterprise 3. Staffing - All of us know that it is the people in every organisation who run the show successfully. For example, if you do not have good salesman you cannot sell well even if your product is good. Similarly, you may have the best quality raw materials, machines etc. but the quality of the product is not assured unless, you have good workers engaged in the production process. Staffing thus refers to the managerial function of employing and developing human resources for carrying out the various managerial and non-managerial activities in an organisation. This involves determining the manpower requirement, and the methods of recruiting, selecting, training and developing the people for various positions created in the organization. Manpower planning refers to the process of estimating the manpower requirement of an organisation. While estimating the manpower requirement, the management generally keeps in mind the available infrastructure including the technology, production schedule, market fluctuation, demand forecasts, government s policies and so on. It tentatively decides the kinds of staff as well as the number of staff needed for the organisation. The focus of the manpower planning is to get right number of qualified people at the right time. Lets learn about various processes involved in Staffing. RECRUITMENT: The first one is recruitment. The term recruitment is often used to signify employment. It is true that normally when we say we have recruited such and such persons, it signifies that we have employed them. But as a part of staffing function, the term recruitment has limited scope. It just refers to one of the initial steps in employment of people i.e., searching for suitable candidates for the various job positions to be filled up from time to time in the organisation. Thus, recruitment is the process of finding and attracting suitable applicants for employment. SELECTION:

7 When an adequate number of applications/names of interested candidates have been collected through the recruitment exercises the selection process starts. Selection refers to the process of choosing the most suitable person from among the list of interested candidates. PLACEMENT: Placement refers to selected candidate s joining the positions in the organisation for which they have been selected. TRAINING & DEVELOPMENT: Helping the employees to improve their knowledge and skill so as to be able to perform their tasks more efficiently is known as training. It is an organised activity for increasing the knowledge and skills of people for a specific purpose. The term development refers to the process of not only building up the skill and abilities for specific purpose but also the overall competence of employees to undertake more difficult and challenging tasks. Training is necessary for new employees as well as the existing employees for improving their performance at work. For new employees, training is necessary to help them get acquainted with the method of operation and skill requirement of the job. For existing employees, training at periodical intervals is helpful for learning better ways of doing the work, and also as and when they have to undertake new jobs. COMPENSATION: The term compensation refers to a wide range of financial and non financial rewards to the employees for services rendered to the organisation. It includes wages, salaries, allowances and other benefits which an employer pays to his employees in consideration for their services. PERFORMANCE APPRAISAL: Performance appraisal means judging the performance of employees. Specifically, it means judging the relative abilities of employees at work in a systematic manner. This enables managers to identify employees who are performing the assigned work satisfactorily, and those who are not able to do so, and why. Staffing thus, happens to be a continuous process because the organisation s need to retain and update its personnel is a never ending exercise.. The managers have to keep a regular watch on the number and composition of the personnel needed by the organisation, because the requirement of manpower keeps on changing and expanding with the expansion of activities and additions of new departments and work units. Not only that, at any point of time, some people will be leaving, retiring, getting promotion or transferred. The vacancies thus created have to be filled up. Compensation is one of the most important factors influencing relations between management and the workers. No organisation can attract and retain qualified employees without offering them a fair compensation. PROMOTION: Promotion refers to the advancement of an employee to a higher level or position. The main purpose of promotion is to make fuller use of the abilities of a person and also increase his job satisfaction.

8 TRANSFER: Transfer refers to a type of job change where any employee is assigned a different job of the same rank and pay, or when an employee is assigned a similar job in another unit of the firm. Thus, transfer does not usually involve any increase in pay or a superior status. It may be done simply to enable the employee to gain wider experience, or to give him greaterjob satisfaction, or to balance the requirements of staff in different units. 4. Directing- Directing or leading is the fourth function of management. Working under this function helps the management in controlling and supervising the actions of staff. This helps them in assisting the staff, to achieve the company's goals and also accomplish their personal or career goals, which can be powered by motivation, communication, department dynamics, and department leadership. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities, which are designed to encourage the subordinates to work effectively and efficiently. The employees, who are highly encouraged and motivated, generally surpass expectations in their job performance and also play an important role in achieving the company's goal. This is the reason why managers focus on motivating their employees. Managers come up with prize and incentive programs, based on job performance and tend to be geared to meet employee requirements. ELEMENTS IN DIRECTING Communication, Supervision, Motivation and Leadership are the four essential elements of directing. COMMUNICATION Communication is a basic organisational function, which refers to the process by which a person (known as sender) transmits information or messages to another person (known as receiver). The purpose of communication in organisations is to convey orders, instructions, or information so as to bring desired changes in the performance and or the attitude of employees. In an organisation, supervisors transmit information to subordinates. Proper communication results in clarity and securing the cooperation of subordinates. Faulty communication may create problems due to misunderstanding between the superior and subordinates. The subordinates must correctly understand the message conveyed to them. Thus, in communication: there are two parties, one is known as the sender and the other is known as receiver; there is a message sent by the sender to the receiver; and the receiver receives the message and understands it.

9 Communication does not always flow from supervisor to subordinate. It can also be from a subordinate to a supervisor. For example, subordinates can pass information to the supervisor about the faults/problems at the assembly line. Thus, it is a two way process. SUPERVISION Supervision is of great significance in getting the work done as per plans and as scheduled. On the basis of the influence on the work at operational level and human approach to the problems of workers, the supervision can ensure workers cooperation and support in achieving organizational objectives. MOTIVATION Motivation is one of the important elements of directing. Issuance of proper instructions or orders does not necessarily ensure that they will be properly carried out. It requires manager to inspire or induce the employees to act and get the expected result. This is called motivation. It is a force that inspire a person at work to intensify his willingness to use the best of his capability for achievement of specify objectives. It may be in the form of incentives like financial (such as bonus, commission etc.) or, non-financial (such as appreciation, growth etc.), or it could be positive or negative. Basically, motivation is directed towards goals and prompt people to act. LEADERSHIP While motivation is the process through which employees are made to contribute voluntarily to work, leadership is the ability to persuade and motivate others to work in a desired way for achieving the goal. Thus, a person who is able to influence others and make them follow his instructions is called a leader. 5. Controlling- Control is the last of five functions of management, includes establishing performance standards, which are aligned to the company's objectives. It also involves evaluation and reporting of actual job performance. When the management studies these points, it is necessary to compare both these things. This study or comparison leads to further corrective and preventive actions.in an effort to solve performance problems, management should set high standards. They should clearly speak to the employee or department, which has a problem. On the contrary, if there are inadequate resources or other external factors, which prevent high standards from being attained, management has to lower their standards as per requirement. The controlling processes, in comparison with other three, are a continuous process. With this function, management can anticipate any future problems. It helps them in taking necessary preventive measures, against the consequences. Management can also recognize any further developing problems that need corrective actions.

10 Effective and efficient management leads to success, which is the attainment of objectives and goals, that an organization sets for itself. Of course, for achieving the ultimate goal, management needs to work creatively in problem solving and execute all the four functions. Management not only has to see goals accomplished, but also see to it that the strategy adopted is feasible for the company. Management Roles In order to meet the many demands of performing various functions, managers assume multiple roles in the organization. Henry Mintzberg, an internationally renowned academic and author on business and management, has identified ten managerial roles common to the work of all managers. The ten roles are categorized in to three groupsfirst is informational, second is interpersonal and the last one is the decisional role. A) When we talk of the informational role, then these are concerned with the information aspect of the managerial work i.e. the roles that link managerial works together. It involves receiving, collecting and disseminating information. The three informational roles include: monitor, disseminator, and the spokesperson. 1. Monitor the monitor seeks internal and external information about issues that can affect the organisation. 2. Disseminator- the disseminator transmits information internally that is obtained either from internal or external source. The top-level managers receive and transmit more information for people outside the organisation than the supervisor. 3. Spokesperson- in the role of spokesperson, the manager disseminates the organisation s information into its environment. Thus, the top-level manager is seen an industry expert, while the supervisor is seen as a unit or departmental expert. B) The interpersonal roles ensure that information is provided at different managerial levels.. They grow directly out of the authority of the manager s position and involve developing and maintaining positive relationship with significant to others. The three interpersonal roles are primarily concerned with interpersonal relationships. 1. In the figurehead role, the manager is the symbolic head. He represents the organisation in all matters of formality. The top-level manager represents the company legally and socially to those outside of the organisation. The supervisor represents the work group to higher management and the higher management to the work group. For example, greeting visitors or signing documents are some of the duties of the manager as a figurehead. 2. The leader builds relationship with employs and communicates with, motivates and coaches them. He is responsible for the motivation of subordinates, staffing, and training and associated duties. He performs virtually all the activities that involve subordinates. 3. In the liaison role, the manager interacts with peers and people outside the organisation. The top-level managers use the liaison role to gain favours and

11 information, while the supervisor uses it to maintain the routine flow of work. For example, acknowledging mails, doing external board works, etc. C) In decisional roles, the unique access to information places the manager at the centre of organisation decision making. The roles in this category involve using information. There are four decisional roles. 1. Entrepreneur - As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. People seek opportunities. They search for change, respond to it, and exploit it. 2. Disturbance Handler - When an organization or team hits an unexpected roadblock, the manager must take charge. He also needs to help mediate disputes within it. He is responsible for corrective action when the organization faces disturbances. 3. Resource Allocator As a manager, he needs to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator Here the manager represents the organization at major negotiations. He may be needed to take part in, and direct, important negotiations within your team, department, or organization.. Managerial Skill On joining the managerial ranks of an organization, managers must possess certain skills that will help them perform their tasks efficiently and effectively. In many ways, the skills that managers possess in the organization are the vital engine to pull the organization towards growth and development. Poor managerial skills can defeat the most successful activities and in many cases can lead to the demise of the organization. Robert L. Katz identified three important managerial skills that must be cultivated, preserved and enhanced by the organization. These skills are technical, human, and conceptual. The degree of development a manager has in each of these three skills will have a strong impact not only upon the success of the organization but also upon the career success of the manager. Technical skills are those abilities that are necessary to carry out a specific task.it involves process or technique, knowledge and proficiency. Examples of technical skills are writing computer programs, completing accounting statements, analyzing marketing statistics, writing legal documents, or drafting a design for a new airfoil on an airplane. Technical skills are usually obtained through training programs that an organization may offer its managers or employees or may be obtained by way of a college degree. Indeed, many business schools throughout the country see their role as providing graduates with the technical skills necessary for them to be successful on the job.

12 Human skills involve the ability to work with, motivate, and direct individuals or groups in the organization whether they are subordinates, peers, or superiors. Human skills, therefore, relate to the individual's expertise in interacting with others in a way that will enhance the successful completion of the task at hand. Some human skills that are often necessary for managers to display are effective communication (writing and speaking), creation of a positive attitude toward others and the work setting, development of cooperation among group members, and motivation of subordinates. Conceptual skills require an ability to understand the degree of complexity in a given situation and to reduce that complexity to a level at which specific courses of action can be derived. Examples of situations that require conceptual skills include the passage of laws that affect hiring patterns in an organization, a competitor's change in marketing strategy, or the reorganization of one department, which ultimately affects the activities of other departments in the organization. Thus, we can conclude that technical skills deals with things, human skills concerns people and conceptual skills has to do with ideas. A manager s level in the organisation determines the relative importance=ce of possessing technical skills, human skills, and conceptual skills. Top level managers need more of conceptual skills in order to analyze and diagnose different states of organisation and to predict the future state of the business as a whole. It is used in planning and dealing with idea and abstractions. Conceptual skills are more vital for top managers, little for mid-level managers, and it is not required for first-level managers. Contrast to the above fact is that technical skill plays a major role for lower level managers. These skills are not only for working on machines or other equipment, but also they are skills need for sales, marketing and so on. For example, some individual work in a sales department and have skills about sales that were developed through education and experience. This person is perfect for the sales manager because he has great technical skills about sales. Technical skills are most important for first-level managers, but for the top managers, these skills are not significant requirements. As we go through a hierarchy from the bottom to higher levels, the technical skills lose their signification. Against this backdrop, human skills are the only skill essential equally on all hierarchical levels in the company. All levels of management need human skills in order to communicate with other people successfully. These skills will enable managers to become leaders, to motivate employees for better completion of their tasks, to make more effective use of human potential in the business. These are most important skills for managers at all level. Disciplines of OB OB is a contrived disciplines. Psychology :The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

13 Sociology :The study of people in relation to their fellow human beings. Social Psychology:An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. Anthropology:The study of societies to learn about human beings and their activities.\ Political Science:The study of the behavior of individuals and groups within a political environment. OB Models AUTOCRATIC MODEL: In an autocratic model, managerial orientation is towards power. As an autocrat, managers see authority as the only means to get the things done. The orders are need to be followed. Therefore, there is a high dependence on boss. The organizational process is formal. The Management decides what is the bestaction for the people. The model is largely based on the theory x assumptions of McGregor wherein the human beings are distasteful to work & try to avoidrespeonsiblity. A strict supervision is read to obtain a desirable performancefrom them.likert s Management system can be compared with a model of OB. His system(exploitative authoritative) in which motivation depends on physical security &some use of desire for status & better performance is ensured through jear,threats punishment & occasional rewards; communic is mostly one. Way. i.edownward. There is little interaction s/w mangers & employees. The autocratic model represents traditional thinking which is based on theeconomic concept of the man. However, with changing times, its acceptabilityis to a limited extent. But t is still a useful way to accomplish performance.particularly where the employees can be motivated by physiological needs.this usually happens at lower strata of the organization. CUSTODIAL MODEL: In this model, the managerial orientation is towardsthe use of money to pay for employee benefits. The model depends on theeconomic resources of the organization & its ability to pay for the benefits. Theemployees are highly dependent on the organization. An organizationaldependence reduces personal dependence on boss. The employees are able tosatisfy their security needs (Maintenance factors in case of herzberg s theory).these maintenance factor provide security but do not provide strong motivationthe employees working under custodial model feel happy get adequate rewards& organization security but their performance level is not high as are not givenany authority to decide what benefits / rewards they should get.this approach is quite similar to patrimonial approach where the Managementdecides what benefits are best suited for the employees. Hence not a suitable modelfor matured employees. SUPPORTIVE MODEL: This model depends on managerial leadership rather than on the use of power or money. The aim of managers is to support employeesin their achievement of results. The focus is on employee participation inmanagerial decision making process.the model is based on Principles of Supportive relationships of Likert, which isthe basic ingredient of his system 4(participative).It is similar to the assumptions of Mc Gregor s Theory Y. The supportyive modelis based on the assumptions that human beings move to the maturity level and theyexpect the organizational climate which supports this expectation.the organizational processes like communication, leacdership, decision making,interaction, control and influence help employees to fulfill their higher order needslike self-actualisation and esteem.the

14 supportive model is best suited when employees are self motivated. Hence, thefocus is not on the economic resources of the organization but its human aspect. Manager s role is to help employees achieve their work rather than supervisingthem closely. This model is specially effective with nations with affluence andcomplex technology because it caters to higher-order needs and provides intrinsicmotivational factors.it is more suitable for employees at managerial levels rather than on operativelevels COLLEGIAL MODEL: This model is an extension of supportive model. Theterm Collegial refers to a body of people having a common purpose. It is basedon the team concept in which employee develops a high degree of understandingtowards others and shares common goals. Responsibility is expected out of the employees. Employees need a littledirection and control from the management. Control is through self disciple fromthe team members.the collegial model is conducive to self fulfillment & self-actualisation. It can bemore beneficial with unprogrammed work requiring behavioural flexibility andintellectual environment and job freedom. SYSTEM MODEL: It is one of the emerging models of OB. Herein, there is astrong search for a higher meaning at work by the employees; they want more Thana pay check & job security from their jobs. They look for a work that is ethical, effused with integrity & trust and provides an opportunity to experience a growingsense of community among coworkers. To accomplish this, the managersdemonstrate caring and a compassionate attitude and are sensitive to the needs of adiverse workforce. The role of a manager is to facilitate employeeaccomplishments through a variety of actions. In turn, the employees realize and recognize the mutuality of companyemployee obligations in a system model. There is a sense of psychological ownership for the organization and its products / services. The employees take a responsibility for their own goals and actions, hence are self motivated. Hence, the employees needs are higher-order needs (social, status, esteem, autonomy, self-actualization) The various models (Autocratic, Custodial, Supportive, Collegial and SystemModel) of OB are based on the assumption of the human characteristics and how they can work best. They are basically constructed around need hierarchy. As the need hierarchy differs for different people, the same model cannot be used for all of them. The need hierarchy changes with the level of a person, level of his education, maturity level, personality factors and the type of work environment.