In the world of management, an Organizational Behavior (OB) Model acts as the underlying philosophy or “management style” that a company adopts to interact with its employees. These models represent the evolution of management thought, moving from a focus on raw power to a focus on human potential and community.
1. The Autocratic Model (Power-Based)
The Autocratic model was the standard during the Industrial Revolution. It relies on power and authority. In this model, management believes they know what is best, and the employee’s job is to follow orders without question.
- Managerial Orientation: Authority.
- Employee Orientation: Obedience.
- Psychological Result: Dependence on the boss.
- Key Characteristics:
- “My way or the highway” mentality.
- Communication is strictly top-down.
- Performance levels are usually at a minimum because employees do only what is required to avoid punishment.
2. The Custodial Model (Economic Resources)
As managers realized that employees weren’t performing well under threat, they shifted to the Custodial model. This model focuses on providing economic security and fringe benefits to win employee loyalty.
- Managerial Orientation: Money and benefits.
- Employee Orientation: Security and benefits.
- Psychological Result: Dependence on the organization.
- Key Characteristics:
- The “Golden Handcuffs” approach—employees stay because of the pension, insurance, or perks, not because they love the work.
- While employees are more satisfied than in the autocratic model, they are often passive rather than highly motivated.
3. The Supportive Model (Leadership-Based)
The Supportive model originated from the Human Relations Era. It assumes that employees are not naturally lazy and will take responsibility if given a supportive work environment. The manager’s role shifts from a “boss” to a “leader.”
- Managerial Orientation: Support and encouragement.
- Employee Orientation: Job performance and participation.
- Psychological Result: Participation and task involvement.
- Key Characteristics:
- Focuses on the psychological needs of the employee.
- Managers help employees grow and do their jobs better rather than just monitoring them.
- Common in modern corporate environments where “coaching” is emphasized.
4. The Collegial Model (Partnership-Based)
The word “collegial” refers to a group of people working together as equals (colleagues). This model is an extension of the supportive model and is most common in research labs, creative agencies, and non-proft organizations.
- Managerial Orientation: Teamwork and partnership.
- Employee Orientation: Responsible behavior.
- Psychological Result: Self-discipline.
- Key Characteristics:
- Managers are seen as joint contributors rather than superiors.
- Employees feel a high degree of internal obligation to produce high-quality work.
- The environment is decentralized and informal.
5. The System Model (Trust and Meaning)
The most modern of the five, the System model, views the organization as a community. It seeks to align the personal goals of the employee with the values of the organization. It focuses on trust, self-motivation, and the “why” behind the work.
- Managerial Orientation: Facilitation, meaning, and caring.
- Employee Orientation: Psychological ownership.
- Psychological Result: Self-actualization and passion.
- Key Characteristics:
- Employees are seen as stakeholders who “own” their roles.
- The focus is on creating a sense of purpose.
- Managers focus on removing obstacles and providing resources rather than directing daily tasks.
Comparative Summary of OB Models
| Feature | Autocratic | Custodial | Supportive | Collegial | System |
| Base of Model | Power | Economic | Leadership | Partnership | Trust/Meaning |
| Manager’s Role | Boss | Provider | Leader | Partner | Facilitator |
| Employee Feel | Fear | Security | Participation | Responsibility | Ownership |
| Motivation | Low | Passive | High | Enthusiastic | Passionate |