Discussion: Drive Success With Motivation

We will look at five models of organizational behavior in this course.

Figure 1 Five Models

These models are the most common models in use over the last 100 years. They are in order. Some of the oldest are still practiced.

Models are possible explanations which explain how things work in an organization. Models are guides to understanding owners and management behavior in particular. Top managers can and do influence the whole organization.

However, these models may be in use within a department or branch or in the whole organization. No model can explain everything.

Managers choose models based on people, technology, environment and structure. Models can change over time depending on circumstances.

This model came about during the industrial revolution, in the 1800’s and 1900’s. It depends on power The manager has the power to demand “you do this or else” – and an employee who does not follow orders is punished.

The manager has formal, official, authority over employees.

This model assumes that employees have to be directed and pushed into doing the work. In this model, management does the thinking, employees obey orders and depend on the manager. Employees are tightly controlled. The manager can hire, fire and “perspire” them.

Employees may obey managers but employees may not respect management.

Typically, employees receive minimum pay for minimum expected performance. Employees may have lower skills. Often, employees work in the authority model because they have to….to provide subsistence for themselves and their families.

Its weakness is that it leads to “micro-management” With micro management, managers control all details of daily operations. Managers control time and processes, they put their needs above those of employees, they insist on complicated approval processes for even the smallest things and closely monitor all results.

The problem with the autocratic model and micro management is that it leads to low employee morale, poor decision-making (no one will make a decision because he/ she is afraid of the decision being over turned) and high turnover. As well, employees kept quiet about hating the workplace, they certainly made their feelings known at home and in the community.

This model can get things done BUT it has high human costs. It can be useful in crisis situations, within armies or with short-term employees.

The autocratic model was acceptable 100 years ago. However, today’s understanding of people’s needs as well as changing society values show better ways of to organize behavior.

In the late 1800’s, employers realized that employees might work better if their basic needs more satisfied, if they were more secure and had a better quality of work life. This was called paternalism - taking care of employees by providing them with benefits to meet their security needs.

The custodial approach depends on economic resources – money for wages and benefits - to motivate employees. The company has to have enough money to cover these costs. By the 1930’s most employers were offering welfare programs…for example, housing, medical care and insurance, fewer working hours sick pay, pensions and paid vacation time off.

The problem with the custodial model is that it leads to dependence on the organization by the employee because of the security offered. Employees do not want to leave the organization, not so much because they like the job, but because they like or depend on the benefits that go with it. They cannot afford to quit.

In this model, employees may focus on economic rewards. They may be reasonable content, but may not be highly motivated – just passively cooperative.

Companies that adopt the custodial approach normally have a lower staff turnover. However, employees do not produce their best work and are not motivated to grow to their full potential. The custodial model is a good foundation for organizations to grow to the next approach.

The supportive model came from research done in the 1920’s and 1930’s. It depends on leadership, not authority or money. Through leadership, managers provide a work situation in which employees can develop.

The supportive model assumes that employees want to work and will take responsibility. Employees are encouraged to be involved in the organization.

Employees are more strongly motivated because their status and recognition needs are better met than with earlier models.

The supportive approach is not about money, but about the way people are treated at work. A supportive manager helps employees solve problems and accomplish their work. However, some managers may agree with the model but not actually practice it at work.

This model is followed widely, especially in the West, because it responds to employee drives for complex needs. It is especially useful in production work places. Employees in developing countries are aware of management practices around the world and are demanding more modern approaches.

This model began about 50 years ago. Collegial means people working together cooperatively. In this model, management builds a feeling of partnership with employees. The environment is open and people participate.

The collegial model is about team work. Managers are coaches to help build better teams. Employees are responsible – they feel obliged to others on the team to produce quality work. Employees must be self-disciplined. Many employees feel satisfied that they are making a worthwhile contribution. This leads to self-actualization and moderate enthusiasm in the way they perform.

The collegial model is especially useful for creative work, like marketing or communications or in thinking environments, like education or planning.

This is the most recent model. In this model, people want more than money, job security and cooperative teams. Employees today want trust, an ethical workplace, managers who show care and compassion and a workplace that has a sense of community.

The system model focuses on “identifying developing and managing the strengths within employees”. Managers focus on “helping employees develop feelings of hope, optimism, self-confidence, empathy, trustworthiness, esteem, courage, efficacy and resiliency.”

In the system model, “Managers protect and nurture their employees…to develop a positive workplace culture which leads to organizational success and committed employees.”

Both managers and employees need social intelligence in this model with managers as facilitators.

In the system model, managers and employees see the mutual benefits and obligations they share in the complex system (the organization). Everyone has psychological ownership for the organization, its products and services. Everyone feels possessive, responsible and “at home” in the organization.

Employees can reach a state of self-motivation. Their highest order needs are met. They have passion and commitment to organizational goals, not just their own personal wants and needs.

Table 1 Five Models of Organizational Behavior

Models have changed over time. The choice of model depends on employee needs and the situation. Any of the models work in some situations. There is a trend toward the newer models.

The Model used depends on the knowledge and skills of managers, the expectations of employees, the policies and ways of life in the organization and the nature of the work e.g. low skilled, high programmed work, temporary work, or intellectual work.

There is no “best model”. Management is to identify the model it is actually using and then assess its current effectiveness.

Managers must also be flexible. Every organization has a changing environment and task conditions. A good manager should respond, if necessary, by changing the model which he or she is using.

All models are related to human needs. Each model is built on the others and is progressive because employees and organizations progress to situations where newer needs arise.

There is a trend toward supportive, collegial and system models. Top managers in multi-national corporations cannot be authoritarian and still be effective. Decisions need to be made closer to operations, “the front line”. In the Middle East, some organizations will be forced to redefine the old authoritarian and custodial models and move towards more participative ones.

As an example of this, in January 2011, many Arabs demonstrated in the streets of Tunisia, Egypt, Lebanon, Jordan and Yemen. They demanded the removal of old authority figures and requested more of a supportive or collegial model.

“Managers need to identify the current behavioral model but also must keep it flexible… Managers need to read, reflect, to interact with others, and to be receptive to challenges to their thinking from colleagues and employees.”