Models of Organizational Behavior

Paper Summary:

The paper discusses the four evolving models defined by Keith Davis; autocratic, custodial, supportive, and collegial. The paper compares these models to Abraham Maslow's hierarchy of needs. The paper shows the parallels of the need for security with an autocratic management style; the need for belonging and achievement with a custodial and supportive management style; and self-actualization with a collegial style of management. The paper uses this parallel with the 'hierarchy of needs' as a means of illustrating key concepts between the different models of organizational behavior.

From the Paper:

"Typically in those situations where there is less internal motivation to complete tasks and have a vested personal interest in its outcomes, the autocratic model tends to get results. This is certainly true from the manufacturing growth during the industrial revolution where many workers were struggling for sustenance and the concept of ownership of one's profession was unheard of at the time. Authority and enforcement of productivity and compliance with rules, both societal and from a company's perspective, all contributed to the need for autocratic leadership styles and hence the model being created. The custodial model that focuses on security and passive cooperation on the part of workers and eventually leads them to organizational dependency is contrasted to the autocratic model due to the recognition of the individual value of the contributor or employee. In an autocratic work environment, there is no delineation of worker's unique and valued experiences, unless the work is heavy manual labor and the worker can lift over 100 lbs., yet autocratic leadership sacrifices the individual talents of employees for the accomplishment of a highly defined and often rigid goal that can often only be achieved through manual labor or drudgery."

Sample of Sources Used:

• Davis (1968) The Evolving Models of Organizational behavior. Academy of Management Journal. March 1968. pages 27 - 39

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