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The organisational behaviour model

A model is a representation or simplified version of an aspect of the real world. A model can help us understand a concept, a structure, a system or even a complex relationship between two or more entities. There are various models in the field of organisational behaviour that attempt to identify human behaviour and modify it.

The main management models of organisational behaviour in the workplace are:

  • The autocratic model: In an autocratic business model, management and owners have formal authority for controlling the work and the employees who work under them. Employees work under strict supervision of management and do not assume direct responsibility for their work.

  • The custodial model: This model seeks to motivate the workforce by providing economic security for employees in the form of wages and benefits packages (such as healthcare and retirement plans). The decision­-making process, however, is still firmly in the hands of management who act as custodians for the organisation’s workforce.

  • The collegial model: This model relies on teamwork. Management act more like coaches to the employees, who are the team members. There is some degree of power-sharing, employees take independent charge of their work and managers lead through inspiration.

  • The supportive model: This model is not based upon control and authority. Instead, management leads by focusing on those things that motivate and inspire their employees to stimulate increased performance. This is a relationship-oriented organisation behaviour that allows employees to participate in the decision-making process.

  • The system model: Employees look beyond the financial incentives and are motivated by challenge and meaning in their work. Employees work to create a positive organisational culture. Employers look at the overall company structure and team environment and recognise that individuals have different goals, talents and potential. The model looks to balance the goals of the individual with the goals of the organisation.

Business leaders, however, need to manage all business components that impact on the performance of their company:

  • People: People are the main component of any organisation that has to be managed.

  • Structure: There are two types of organisations: formal and informal. Informal organisations do not have a specified structure. Formal organisations are built based upon the objective set for it.

  • Technology: Selection, procurement, installation, operation and maintenance of technology is important to the success of an organisation. No compromise should be made in procuring the latest or most advanced technology required for the task.

  • Jobs: The term ‘job’ in this instance refers to an assignment given to an individual. It encompasses various tasks within it.

  • Process: Management of processes and their inter-dependence is crucial to high productivity and higher job satisfaction.

  • External environment: The term ‘external environment’ refers to all elements outside the organisation that potentially have an impact on its performance. This encompasses political, economic, social, technological, legal and environmental factors (including government rules and regulations and demographics).

Your task

Read the article ‘Mexico pipeline explosion: Death roll from horrific fireball disaster rises to 114’.

Reviewing the management models for behavioural management and each of the components that need to be managed, analyse what could have had an impact on this disaster.

Share your thoughts in the comments and discuss posts from other learners.

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This article is from the free online course:

Organisational Behaviour in Construction: An Introduction

Coventry University