Introduction
Organizational Behaviour (OB) models represent the underlying belief systems, values, and managerial philosophies that dictate how an enterprise treats its human resources. Systematized extensively by Keith Davis and John W. Newstrom, these models reflect an evolutionary continuum of management thought, progressing from coercive power-based paradigms toward participative, trust-based frameworks.
Core Models of Organisational Behaviour
Keith Davis and John Newstrom classified organizational behaviour into an evolutionary matrix based on the nature of managerial authority, employee orientation, and psychological outcomes.
- The Autocratic Model: Rooted in formal authority and historical industrial management, this model relies on power. Management directs, controls, and assumes that workers require close supervision (resembling Douglas McGregor's Theory X). Employees exhibit obedience and psychological dependence on the boss, satisfying primary subsistence needs. Sectoral Application: Crisis management situations, emergency military commands, or baseline assembly operations.
- The Custodial Model: Emerging from welfare capitalism, this model shifts the institutional foundation to economic resources. The managerial orientation centers on economic security, pensions, healthcare, and fringe benefits. Employees develop psychological dependence on the organization rather than on an individual supervisor, leading to passive cooperation rather than active motivation. Sectoral Application: Traditional Public Sector Undertakings (PSUs) and heavily unionized state corporations offering lifetime tenure.
- The Supportive Model: Stemming from the Human Relations Movement and Elton Mayo's Hawthorne studies, this model rests on managerial leadership rather than raw power or economic benevolence. Management actively supports employee growth and job performance, fulfilling needs for status, affiliation, and recognition. Employees participate actively with awakened drives. Sectoral Application: Service industries, consulting, and modern technology firms (such as Infosys or TCS).
- The Collegial Model: Built on a concept of partnership and mutual collaboration, this model treats employees as valued colleagues. The managerial orientation emphasizes teamwork and horizontal integration. Workers exhibit internal self-discipline and responsibility, achieving higher-order needs such as self-actualization. Sectoral Application: Research and development laboratories, software design sprints, and knowledge-driven startup teams.
- The System Model: An emerging contemporary model based on psychological ownership, trust, and shared purpose. Management demonstrates authentic caring and compassion, encouraging employees to view organizational goals as collective social contributions.
The Contingency Approach to OB Models
Contemporary management thought rejects the notion of a single universal model. While the models evolved historically, modern organizational design favors a contingency perspective. Effective managers diagnose contextual variables—such as task complexity, employee maturity, environmental uncertainty, and technological demands—and blend elements across these models dynamically.
Conclusion
No single organizational behaviour model functions effectively across every operational scenario. Sustainable organizational excellence requires transitioning from rigid autocratic control to supportive and collegial frameworks, applying situational leadership to balance operational discipline with psychological safety and continuous innovation.