2. Models of Organisational Behaviour: Autocratic, Custodial, Supportive, Collegial & System
⚖ 1. The Five Models of Organisational Behaviour
Managerial behaviour in any enterprise is governed by its underlying cognitive model. Keith Davis identified five distinct models that represent an evolutionary progression from coercion to empowerment:
Based on pure formal power and authority. Managers believe they know best, and workers must unconditionally obey orders. Employees experience psychological dependence on the boss and deliver minimal subsistence performance.
Emerged to overcome autocratic insecurity. Built on economic resources and generous fringe benefits (pensions, healthcare, housing). Employees become psychologically dependent on the organization for security, producing passive cooperation.
Originates from the Hawthorne studies and Likert's participative systems. Assumes employees are intrinsically active and motivated. Managers provide supportive leadership, encouraging job involvement and awakening higher-order esteem needs.
Extends the supportive model into true partnership. Highly prevalent in scientific, consulting, and R&D fields. Managers are viewed as joint team contributors rather than bosses. Employees feel mutual responsibility and exercise self-discipline.
The contemporary paradigm rooted in positive organizational psychology. Emphasizes organizational purpose, psychological safety, and mutual trust. Employees achieve passion, meaningful work, and self-actualisation.
📊 2. High-Yield Comparative Matrix (Davis & Newstrom)
| Dimension | Autocratic | Custodial | Supportive | Collegial | System |
|---|---|---|---|---|---|
| Base of Model | Power | Economic resources | Leadership | Partnership | Trust, Integrity |
| Managerial Orientation | Authority | Money / Benefits | Support | Teamwork | Facilitation |
| Employee Orientation | Obedience | Security & benefits | Job performance | Responsible behavior | Psychological ownership |
| Employee Need Met | Subsistence | Security | Status & Recognition | Self-actualisation | Higher meaning |
| Performance Result | Minimum | Passive cooperation | Awakened drives | Moderate enthusiasm | Passion & Commitment |
🚀 3. Evolutionary Trends in Modern Management
Organisations rarely operate purely on one model; rather, a dominant model reflects the company's cultural maturity:
Modern knowledge workers resist autocratic commands; sustainable value creation demands collegial autonomy and supportive leadership.
The Custodial model retains talent through salary and health plans, but fails to evoke high engagement without the self-discipline of Collegial and System models.
In its early software expansion, Indian IT relied on rigid, process-driven hierarchical supervision (Autocratic/Custodial) to meet delivery deadlines.
To compete in high-value AI, cloud consulting, and digital products, Wipro decentralized decision-making into agile pods where project managers act as peer facilitators (Collegial Model). Engineers self-organize sprints and participate in solution architectures, dramatically accelerating client turnaround and elevating creative ownership.
Model Answer (40 words): The Autocratic model depends on formal managerial power resulting in employee obedience and subsistence satisfaction. The Custodial model depends on organizational economic resources, providing welfare benefits and job security, resulting in passive employee cooperation.
Model Answer (40 words): The cornerstone of the Collegial model is teamwork and partnership. Managers act as joint contributors rather than authoritarian superiors, generating mutual respect, employee self-discipline, and enthusiasm toward shared goals.
- Introduction (1.5 marks): Introduce Keith Davis and John Newstrom's framework; state that OB models reflect executive assumptions about human nature.
- Detailed Analysis of 5 Models (3.5 marks): Explain Autocratic, Custodial, Supportive, Collegial, and System models with their psychological underpinnings.
- Comprehensive Comparison Matrix (3 marks): Reproduce the 5-column table comparing Basis, Managerial Orientation, Employee Orientation, Psychological Result, and Needs Met.
- Corporate Relevance & Case Study (1 mark): Cite Wipro or modern tech enterprises shifting from command-control to agile collegial partnership.
- Conclusion (1 mark): Emphasize that modern firms transition toward System/Collegial models to retain high-calibre knowledge talent.