ORGANISATIONAL MODELS:

AUTOCRATIC MODEL
The autocratic model was very much in existence at the time of the industrial revolution
and some time after. These are, one may easily notice, the assumptions of the Theory X
in their darkest color. With the passage of the time the autocratic model, as well as
the assumptions of the Theory X, have become diluted.
Subsequently because of the changes in the thinking of the industrialists and the
managers we find the custodial model of Organisational Behaviour.
CUSTODIAL MODEL
The custodial model consisted in giving some concessions or economic privileges to the
employees to keep them happy. In due course of time the custodial model
degenerated into what was known as paternalistic attitude. Actually there is no basic
behavioural difference between the autocratic and the custodial model. In both these
models managers did not bother to create an atmosphere which would be conducive
to the development of the employees. The question of motivating, guiding and
developing the employees did not arise.
SUPPORTIVE MODEL:
The supportive model emerged as a sequel to the human relations era. While the
managerial behaviour in the autocratic model is based on the assumptions of theory X,
the supportive or participative model is based on the assumptions of theory Y. This
theory assumes that the employees have the skill and the will to contribute to the
organisational efforts. It came to be recognized that a manager is not the boss but a
leader of the team of employees entrusted to him. As such, it was his responsibility to
create an environment where the skills and the wills of the employees to contribute to
the organisational effort are supported.
COLLEGIAL MODEL
The fourth model i.e. collegial model has a limited application, in as much as it is useful
when one is dealing with the "Scientific and Professional" employees. The manager's role
is changed from that of a leader to that of a partner. The employees and the manager
are the partners in the pursuit of the same objectives. Whatever the work, it is to be
done as a team where the lines between the manager and the employee are
obliterated.
Autocratic Custodial Supportive Collegial
(1)Model Power Economic Leadership Partnership
depends on Resources






(2)Managerial Authority Money Support Teamwork
Orientation
(3)Employee Obedience Security Job Responsibility
Orientation performanc
e

(4)Employee Dependence Dependence Participation Self-discipline
Psychological on boss on
organization

Result
(5)Employee Subsistence Maintenance Higher-orde
r
Self-actualization
needs met
(6)Performance Minimum Passive Awakened Moderate
Result Cooperation drives Enthusiasm