History and Evolution of Organisational Behaviour Studies and Four Different Types of Models in OB

History and Evolution of Organisational Behaviour Studies

Origin of Organisational Behaviour can trace its roots back to Max Weber and earlier organizational studies.

The Industrial Revolution is the period from approximately 1760 when new technologies resulted in the adoption of new manufacturing techniques, including increased mechanization.

The industrial revolution led to significant social and cultural change, including new forms of organization.

Analysing these new organizational forms, sociologist Max Weber described bureaucracy as an ideal type of organization that rested on rational-legal principles and maximized technical efficiency.

In the 1890’s; with the arrival of scientific management and Taylorism, Organizational Behaviour Studies was forming it as an academic discipline.

Failure of scientific management gave birth to the human relations movement which is characterized by a heavy emphasis on employee cooperation and morale.

 Human Relations Movement from the 1930’s to 1950’s contributed to shaping the Organizational Behaviour studies.

Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Mas low, David Mc Cellan and Victor Vroom contributed to the growth of Organisational Behaviour as a discipline.

Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow, David Mc Cellan and Victor Vroom contributed to the growth of Organisational Behaviour as a discipline.

Herbert Simon’s Administrative Behaviour introduced a number of important concepts to the study of organizational behaviour, most notably decision making.

Simon along with Chester Barnard; argued that people make decisions differently in organizations than outside of them. Simon was awarded the Nobel Prize in Economics for his work on organizational decision making.

In the 1960s and 1970s, the field became more quantitative and produced such ideas as the informal organization, and resource dependence. Contingency theory, institutional theory, and organizational ecology also enraged.

Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study.

Informed by anthropology, psychology, and sociology, qualitative research became more acceptable in OB.

           OB Models

Organizational behaviour reflects the behaviour of the people and management all together, it is considered as field study not just a discipline. A discipline is an accepted science that is based upon theoretical foundation, whereas OB is an inter-disciplinary approach where knowledge from different disciplines like psychology, sociology, anthropology, etc. are included. It is used to solve organizational problems, especially those related to human beings.

           There are four different types of models in OB. We will throw some light on each of these four models.

·        Autocratic Model

·        Custodial Mode

·        Supportive Model

·        Collegial Model

Four Different Types of Models in OB

Autocratic Model: - The root level of this model is power with a managerial orientation of authority. The employees in this model are oriented towards obedience and discipline. They are dependent on their boss. The employee requirement that is met is subsistence. The performance result is less.

The major drawbacks of this model are people are easily frustrated, insecurity, dependency on the superiors, minimum performance because of minimum wage.

Custodial Model: - The root level of this model is economic resources with a managerial orientation of money. The employees in this model are oriented towards security and benefits provided to them. They are dependent on the organization. The employee requirement that is met is security.

This model is adapted by firms having high resources as the name suggest. It is dependent on economic resources. This approach directs to depend on firm rather than on manager or boss. They give passive cooperation as they are satisfied but not strongly encouraged.

Supportive Model: - The root level of this model is leadership with a managerial orientation of support. The employees in this model are oriented towards their job performance and participation. The employee requirement that is met is status and recognition. The performance result is awakened drives.

This model is dependent on leadership strive. It gives a climate to help employees grow and accomplish the job in the interest of the organization. Management job is to assist the employee’s job performance. Employees feel a sense of participation.

Collegial Model: - The root level of this model is partnership with a managerial orientation of teamwork. The employees in this model are oriented towards responsible behaviour and self-discipline. The employee requirement that is met is self-actualization. The performance result is moderate zeal.

This is an extension of supportive model. The teamwork approach is adapted for this model. Self-discipline is maintained. Workers feel an obligation to uphold quality standard for the better image of the company. A sense of “accept” and “respect” is seen.