O.B.

MODELS
BY: DR. ANUKOOL M. HYDE

FEUDAL MODEL- THIS TREATED EMPLOYEES AS INFERIOR IN AN ORGN. - HIRE & FIRE PRINCIPLE WAS APPLICABLE. - LENIENCY IN WORK & PERFORMANCE WAS LIABLE FOR STERN PUNISHMENT. - A FEAR PSYCHOSIS WAS PREVALENT. - PEOPLES DESIRES & VALUES WERE NOT CONSIDERED FOR MGMT. PURPOSE - CARROT AND STICK APPROACH WAS

USED FOR MOTIVATION. - IT CONCENTRATED ON FORMAL AND IGNORED HUMAN & SOCIAL VALUES. AUTOCRATIC MODEL- THIS BELIEVES IN POWER AND AUTHORITY OF THE MANAGER. - EMPLOYEES HAVE TO OBEY MANAGERS ORDERS. - ONLY MIN. NEEDS OF EMPLOYEES WERE MET.

- IT BELIEVES THAT HIGHER SALARIES

GIVEN TO EMPLOYEES R WASTED AS THEY USE THEM FOR UNPRODUCTIVE PURPOSES. - MANAGERS HAVE POSITION & OFFICIAL AUTHORITY. - MGRS. ORDERS R FINAL. - MGRS. R GIVEN THE MAX. POWERS TO HIRE, FIRE & DOMINATE ALL EMPLOYEES.

MANAGERS R CONSIDERED NATURAL BORN LEADERS. CUSTODIAL MODEL- IT IS BASED ON GANDHIJIS TRUSTEESHIP MODEL. - OWNERS & MGRS. R CONSIDERED CUSTODIANS OF RESOURCES AND ARE BOUND TO LOOK AFTER WELFARE OF EMPLOYEES TO MAX. POSSIBLE EXTENT. - EMPLOYEES R GIVEN OPPORTUNITIES TO REDRESS THEIR PROBLEMS.
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-EMPLOYEES DEPEND ON ORGN. FOR

THEIR SECURITY AND WELFARE. - ORGN. PLANS FOR PENSION, BONUS, ADEQUATE WAGES FOR INCREASING PRODUCTIVITY. - EMPLOYEES DEPEND ON ORGN. RATHER THAN ON THE BOSS. - EMPLOYEES GET SATISFACTION AND SECURITY BUT PSYCHOLOGICAL MOTIVATION IS NOT USED.

EMPLOYEES VALUES, PREFERENCES & ATTITUDES R NOT GIVEN DUE CONSIDERATION FOR MOTIVATION. - MONEY IS CONSIDERED THE MOST EFFECTIVE MOTIVATOR. SUPPORTIVE MODEL- IT BELIEVES IN A SUPPORTIVE RELATIONSHIP. - AN ORGN. DEVELOPS LEADERSHIP TO ENSURE MAX. USE OF RESOURCES FOR ACHIEVING ORG. GOALS.
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-LEADERS R RESPONSIBLE FOR SUCCESS AND FAILURE OF ORGN. BECAUSE MONEY AND POWER HAVE VERY LITTLE IMPACT ON PERFORMANCE. - EMPLOYEES R CONSIDERED ACTIVE WORKERS WHO HAVE THEIR OWN DESIRES AND PREFERENCES. - EMPLOYEES DONT GET A FAVOURABLE ATMOSPHERE TO DEMONSTRATE THEIR WORTHS.

PSYCHOLOGICAL TREATMENT OF THE EMPLOYEES,SENSE OF BELONGING WITH ORGN. AND FEELING OF PARTICIPATION HELP IN DEVELOPMENT OF EMPLOYEES. COLLEGIAL MODEL- BASIS IS THE PARTNERSHIP OF EMPLOYEES AND OWNERS OF AN ORGANISATION. - MGMT. WORKS WITH EMPLOYEES AS A TEAM.
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-EMPLOYEES R GIVEN RESPONSIBLE AND TRUSTWORTHY JOBS. - THEY R SELF-DISCIPLINED, SELFMOTIVATED. - TEAM SPIRIT IS OBSERVED IN MGMT. - BOTH CONTRIBUTE JOINTLY RATHER THAN AS LEADERS OR BOSS. - STRESS UPON QUALITY, PERFORMANCE

COMBINED FUNCTIONS CONTRIBUTE TO THE SUCCESS OF OGANISATION. CONTINGENCY MODEL- THIS ASSUMES COMPLEX VARIABLES INFLUENCING THE BEHAVIOUR OF INDIVIDUALS, GROUPS, STRUCTURES. - CONTINGENT SOLUTIONS R DESIGNED TO MEET CHALLENGES OF GROWTH, CONFLICT AND STRUCTURAL CHANGES.
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LONG TERM EMPLOYMENT, PROMOTIONS ARE GUARANTEED. - CONTROL SYSTEM R LESS FORMAL. - IT FOSTERS CLOSE COOPERATION, TRUSTING RELATIONSHIPS B/W MGRS AND EMPLOYEES. - THIS CREATES A HUMANISTIC PHILOSOPHY AND TRIES TO MEET MULTIPLE EMPLOYEES NEEDS.
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HUMAN VALUE MODEL-ORGANISATIONS SHOULD APPRECIATE HUMAN VALUES OF EMPLOYEES RATHER THAN ECO. VALUES. - PEOPLE WORK FOR GETTING SATISFACTION, FULFILLING SOCIAL AND PSYCHOLOGICAL NEEDS. -ORGANISATION SHOULD PROVIDE APPROPRIATE STIMULI FOR THEIR CHANGE INTO CONSEQUENCES.

-ENVIRONMENT OF ORGN., INTER AND INTRA-PERSONAL RELATIONS,MONETARY AND SUPPORTIVE STIMULI R EXERCISED FOR INFLUENCING ORGANISMS OF EMPLOYEES. - STIMULI MAY BE EITHER OVERT OR COVERT.