Meaning of models

Autocratic Model
The autocratic model depends on power. Those who are in command must have the power to
demand “you do this-or else,” meaning that an employee who does not follow orders will be
penalized.
In an autocratic environment the managerial orientation is formal, official authority. This
authority is delegated by right of command over the people to it applies.
Under autocratic environment the employee is obedience to a boss, not respect for a manager.
The psychological result for employees is dependence on their boss, whose power to hire, fire,
and “perspire” them is almost absolute.

The Custodial Model

A successful custodial approach depends on economic resources.
The resulting managerial orientation is toward money to pay wages and benefits.
Since employees’ physical needs are already reasonably met, the employer looks to security
needs as a motivating force. If an organization does not have the wealth to provide pensions and
pay other benefits, it cannot follow a custodial approach.
The custodial approach leads to employee dependence on the organization. Rather than being
dependence on their boss for their weekly bread, employees now depend on organizations for
their security and welfare.
Employees working in a custodial environment become psychologically preoccupied with their
economic rewards and benefits.
As a result of their treatment, they are well maintained and contended. However, contentment
does not necessarily produce strong motivation; it may produce only passive cooperation. The
result tends to be those employees do not perform much more effectively than under the old
autocratic approach.

The Supportive Model

The supportive model depends on leadership instead of power or money. Through leadership,
management provides a climate to help employees grow and accomplish in the interests of the
organization the things of which they are capable.
The leader assumes that workers are not by nature passive and resistant to organizational needs,
but that they are made so by an inadequately supportive climate at work. They will take
responsibility, develop a drive to contribute, and improve themselves if management will give
them a chance. Management orientation, therefore, is to support the employee’s job performance
rather than to simply support employee benefit payments as in the custodial approach.
Since management supports employees in their work, the psychological result is a feeling of
participation and task involvement in the organization. Employee may say “we” instead of
“they” when referring to their organization.
Employees are more strongly motivated than by earlier models because of their status and
recognition needs are better met. Thus they have awakened drives for work.
The Collegial Model
A useful extension of the supportive model is the collegial model. The term “collegial” relates to
a body of people working together cooperatively.
The collegial model depends on management’s building a feeling of partnership with employees.
The result is that employees feel needed and useful. They feel that managers are contributing
also, so it is easy to accept and respect their roles in their organization. Managers are seen as
joint contributors rather than as bosses.
The managerial orientation is toward teamwork. Management is the coach that builds a better
team
The employee’s response to this situation is responsibility. For example employees produce
quality work not because management tells them to do so or because the inspector will catch
them if they do not, but because they feel inside themselves an obligation to provide others with
high quality. They also feel an obligation to uphold quality standards that will bring credit to
their jobs and company.
The psychological result of the collegial approach for the employee is self-discipline. Feeling
responsible, employees discipline themselves for performance on the team in the same way that
the members of a football team discipline themselves to training standards and the rules of the
game.
In this kind of environment employees normally feel some degree of fulfillment, worthwhile
contribution, and self-actualization, even though the amount may be modest in some situation.
This self-actualization will lead to moderate enthusiasm in performance.

The System Model

managers must increasingly demonstrate a sense of caring and compassion, being sensitive to the
needs of a diverse workforce with rapidly changing needs and complex personal and family
needs.
In response, many employees embrace the goal of organizational effectiveness, and reorganize
the mutuality of company-employee obligations in a system viewpoint. They experience a sense
of psychological ownership for the organization and its product and services.
 Models of Organizational Behavior

Custodial model
Managing People in Global Economy
kinicki & kreitner, 2008, defines management as “the process of working with and through others to
achieve organizational objectives in an efficient and ethical manner.” Management comprises: Planning,
organizing, resourcing, leading/directing/motivating, and controlling.
1. Planning is decision making concerning what needs to happen in the future and generating plans for
action.   In other words planning is the organizational process of creating and maintaining a plan; and
the psychological process of thinking about the activities required to create a desired future on some
scale.
2. Organizing is the act of rearranging elements following one or more rules.   Elements refer to the
simplest or essential parts or principles of which anything consists, or upon which the constitution or
fundamental powers of anything are based.                                                    
3. Resourcing encompasses the deployment and manipulation of human resources, financial resources,
technological resources, and natural resources.  
4. Leading/directing/motivating the art of getting others to play an effective part in achieving plans, i.e.
making individual work willingly in the organization.
5. Controlling an organization or effort put into the purpose of accomplishing a goal.

Autocratic Leadership

We've talked about several types of leaders in our articles on Leadership Style and Situational Leadership. 
But here we are going to focus on just on type - the autocratic leadership style - its strengths and weaknesses and when
to use this leadership style.

Interestingly, one form of an autocratic leader is a dictatorship.  In this situation, the leader's word is "law."  The typical
autocratic leader does not involve others in the decision making process.  And this type of leader might resort to force,
manipulation or even threats to accomplish their goals.

The Supportive Model

 
The supportive model is based on the principle of supportive relationships which states that,
"The leadership and other processes of the organization must be such as to ensure a
maximum probability that in all interactions and all relationships with the organization, each
member will, in the light of his or her background, values, and expectations, view the
experience as supportive and one which builds and maintains his or her sense of personal
worth and importance."5
 
The supportive model is based on leadership rather than on power or money. Good leaders
provide an environment for employees to grow while they help the organization achieve its
objectives. In this model, managers believe that an inadequately supportive work climate
leads to resistance among the employees. They attempt to provide an appropriate
environment to employees that motivate them to contribute to the growth of the
organization. The management functioning on supportive model seeks to help employees
perform better in their job unlike in the case of custodial approach where the aim is to
simply offer security-to employees. Employees are made to perceive themselves as assets
of the organization
 
In the supportive model, employees work hard and strive to enhance their performance not
under compulsion but motivated by the support extended by management. The level of
motivation of the employees is more in this model since their status and recognition needs
are better satisfied.
 
Supportive behavior does not put pressure on the financial resources of the organization. It
only requires the managers to change their attitude towards subordinates and reform the
way they interact with people. They should attend to employees' problems and help them to
work them out They may also steer them in setting career goals and accomplishing them.
Such supportive gestures from managers would certainly motivate the employees to deliver
their best. The supportive model is very popular in the United States, working well for both
managers and employees. Companies too are capitalizing the benefits of the supportive
approach. For example, global companies like Hewlett-Packard, and the Tatas in India, have
successfully adopted and implemented this model.
 
This model is especially effective in situations where employees' lower level needs are
satisfied. It may not be effective in case of employees whose basic needs are not met with
the remuneration obtained from their organization. No matter what the situation, supportive
approach improves relations between employs and employers and thus helps in maintaining
organizational harmony.
 LEADERSHIP MODEL

Leadership can be defined as a process by which one individual influences others toward
the attainment of group or organizational goals. Three points about the definition of
leadership should be emphasized. First, leadership is a social influence process.
Leadership cannot exist without a leader and one or more followers. Second, leadership
elicits voluntary action on the part of followers. The voluntary nature of compliance
separates leadership from other types of influence based on formal authority. Finally,
leadership results in followers' behavior that is purposeful and goal-directed in some
sort of organized setting. Many, although not all, studies of leadership focus on the
nature of leadership in the workplace.

Leadership is probably the most frequently studied topic in the organizational sciences.
Thousands of leadership studies have been published and thousands of pages on
leadership have been written in academic books and journals, business-oriented
publications, and general-interest publications. Despite this, the precise nature of
leadership and its relationship to key criterion variables such as subordinate
satisfaction, commitment, and performance is still uncertain, to the point where Fred
Luthans, in his book Organizational Behavior (2005), said that "it [leadership] does
remain pretty much of a 'black box' or unexplainable concept."

Leadership should be distinguished from management. Management involves planning,

organizing, staffing, directing, and controlling, and a manager is someone who performs
these functions. A manager has formal authority by virtue of his or her position or office.
Leadership, by contrast, primarily deals with influence. A manager may or may not be
an effective leader. A leader's ability to influence others may be based on a variety of
factors other than his or her formal authority or position.

In the sections that follow, the development of leadership studies and theories over time
is briefly traced. Table 1 provides a summary of the major theoretical approaches.