Collegial & SOBC in Context With Indian OB
Models are the techniques which help us to understand complex things and ideas in a clear manner.
Models are plans or possible reasons for why people act the way they do at work. The number of models is the same as the number of organisations. Different models of organisational behaviour are a big reason why different organisations get different results. There are four main types of models for how people behave in organisations: autocratic, custodial, supportive, and collegial. We will talk about these four models, starting with the autocratic one. O.B. is the field that studies how people act in groups, including how they interact with each other and with the group itself. The following graphs make this connection very clear.
The Model of Autocracy
The idea behind this model is power, with an emphasis on management. In turn, the employees are taught to follow orders and depend on their boss. The need of the employee that is met is food and shelter. The performance result is not very good.
If you have an autocratic model, the management style is doctoral. The managers tell their employees what to do. Managers tell their workers what to do, and they have to do it. So, the way employees feel about their managers or bosses is obedience. When there is an autocracy, employees do a better job, either because they want to succeed or because they like their boss, or for some other reason.
There is evidence that the autocratic model worked, such as the United States’ industrial civilization and organisational crises. But its main flaw is that it kills a lot of people. As managers learned more about their employees’ needs and as societal norms and values changed, they were encouraged to find new and better ways to manage their employees. This is where the second type of models or organisational behaviour got its start.
The Model of the Prison
The economic resources that this model is based on are managed with money in mind. The employees, on the other hand, care about safety, benefits, and being able to depend on the company. The need of the employees is met, which is safety. Passive cooperation is what happens in terms of performance.
While managers were studying their workers, they noticed that people who are managed in an autocratic way don’t talk back to their boss, but they do think about the system. When these workers are angry and frustrated, they take it out on their coworkers, families, and neighbours. This made the managers think about how to make the workers happier and safer. It became clear that this could be done by easing the fears, anger, and frustration of employees. This called for introduction of welfare programmers to satisfy security needs of employees. For example, an on-site daycare centre with good care for kids is an example of an employee welfare programme. People who work for an organisation become dependent on it because of welfare programmes. To be more specific, employees who depend on the company may not be able to afford to leave, even if there are better jobs available elsewhere. The Indira Gandhi National Open University (IGNOU), New Delhi, started welfare programmes for its employees that are worth mentioning in this context. At first, IGNOU gave its employees services like house-leasing, subsidised transportation, a child care centre on campus during the day, and more. These things made workers dependent on IGNOU, which then took care of its workers.
This model is based on partnerships, with a focus on teamwork from a managerial point of view. In turn, the employees are taught how to be responsible and self-disciplined.
The custodian approach gives people safety and happiness, but it also has some problems. Employees produce about as much as they can. They also don’t want to improve their abilities, even though they are able to do so. People who work there are happy, but they don’t feel motivated or fulfilled by the work they do. According to the research, this fits with the idea that happy workers aren’t always the most productive workers. So, researchers and managers began to look into yet another question. “Is there a better way to handle people?” It was the search for a better way that led to the development of the supportive model of organisational behaviour.
The Model of Support
The idea behind this model is leadership with a support focus from management. In turn, the employees are encouraged to do their jobs well and be involved. Status and praise are given to employees, which meets their need. Awakened drives are the result of the performance.
The supportive model is based on leadership, not power or money. This is actually the style of management that creates an environment where employees can learn and do their jobs well. The managers know that the workers aren’t naturally passive and uninterested in what the company needs, but that the way they are led is making them that way. The managers think that if they make the right changes, the workers will be ready to share responsibility and will want to do their part to make things better. So, in a supportive approach, management’s goal is to help employees do their jobs so that both the company and the employee can reach their goals.
But the supportive model of organisational behaviour works better and is more useful in developed countries than in developing countries like ours. This is because employees in developed countries are more awake than those in developing countries.
The Model of Collegiality
The supportive model is built on top of the collegial model. The word “college” literally means a group of people working together toward a goal. This is how the collegial model relates to the idea of teamwork. Building a sense of partnership between management and employees is at the heart of the collegial model. With a collegial approach, workers feel like they are needed and useful. They see managers not as bosses but as partners in the success of the organisation.
The best thing about it is that it teaches the worker how to be self-disciplined. Self-discipline and a sense of responsibility make you feel like you’re part of a team, just like football players do. The research studies show that the more open, participative, and collegial management approach got better results when it was used correctly, compared to the traditional management model.
There are four different models, but almost no organisation only uses one of them. Usually, one will stand out more than the others, with at least one area overlapping in the others.
The industrial revolution was the start of the first model, which was called autocratic. This kind of organisation is run by people who believe in McGregor’s Theory X. The next three models build on McGregor’s Theory Y. Each one has changed over time, and there isn’t a single “best” model. It is not the last or best model to think about the collegial model. Instead, it is the start of a new model or paradigm.
Now, Table shows how these four models of organisational behaviour add up and what they are made of.
Interpretation of Different Models: The study of different models can lead to the following conclusions:
I The model will have to be changed whenever we learn more about how people behave or when social conditions change. There is no one model that works best all the time.
- The hierarchy of human needs is linked to models or organisational behaviour. As society moves up the hierarchy of needs, new models are made to meet the most important higher-order needs at that time.
iii. The current trend toward more democratic models of how organisations work will continue to grow over time.
- Different models will still be used, even if a new model is seen as better for most situations at any given time, because tasks change over time and from organisation to organisation
Challenges and Opportunities for Organizational Behaviour
- Putting together a global village
- Getting Used to Different People
- Getting better results and quality
- Getting people better at things
- Control by management to empowerment
- From Stability to Flexibility
- Improving How People Act Ethically
Environmental Problems: Globalization, IT, Total Quality, Diversity, and Ethics are like having a market advantage when it comes to labour. Like Nokia Finland recruits employees from India, China, BMW and Mercedes build their cars outside their native places like their plants are mainly in South Africa. Another chance is that more people will be sent to work abroad. Challenges include having a diverse workforce, leading people from different cultures, making decisions, communicating, having two jobs, and encouraging innovation and change in the organisation.
To stay competitive in the business world, to handle a diverse workforce, and to make sure that everyone in the organisation acts more ethically, it is important to improve a wide range of technical and managerial skills.
There are a lot of challenges and chances for managers to use “organisational behaviour” ideas to make people, groups, and the organisation work better as a whole.
Some problems that need help from behavioural science and other cross-disciplinary fields in order to find good solutions are the following:
Getting people better at things
There needs to be a big push to make sure that employees and executives have the skills they need to keep up with the fast-paced changes in technology, structures, and the environment. The planned goals can’t be reached on time without the fastback possession.
To focus on the main skills are
Skills needed to be a manager, such as the ability to listen, inspire, plan, organise, lead, solve problems, and make decisions.
Skills in technology.
To improve these skills, many tools and methods are used, such as career development programmes, seminars, training and development sessions, socialisation and orientation, and many more.
A great idea would be to create a performance review system that works well and includes training modules to help lower-level managers improve their skills in areas like thinking, working with others, and so on.
Getting better results and quality
When it comes to customers and users, quality is what makes a product or service good or bad. It’s a way to measure what to expect. The pen a student just bought should be able to write. The pen’s inability to write will show that the product did not live up to the customer’s hopes.
“Deming” said that quality is a level of uniformity and dependability that can be predicted, is low cost, and fits the market.
The most important things about quality are:
- Performance
- The main things that you can see and feel about a product, like its signal, coverage, display quality, and so on.
- Features
- Extra features, like the alarm clock that was added to cell phones, are secondary characteristics.
- Conformance
- To meet requirements that are in line with industry standards.
- Reliability
- Chance that a product will break within a certain amount of time.
- Durability
- The economic and technical aspects of a product’s life are both taken into account.
- Services
- Getting complaints and problems solved.
- Response
- Human-to-human interface, like when the dealer helps you out.
- Aesthetics
- Sense qualities, like the finish on the outside.
- Reputation
Performance in the past and other intangibles, like getting first place in a task.
Managers have to deal with the difficulties of meeting the specific needs of a customer. Re-engineering products and putting in place total quality management are ways to boost quality and productivity.
How to Deal with Globalization
Businesses that are mostly driven by the market grow whenever there is a need, no matter how far away they are or what the weather is like. They do this to get a bigger share of the market and stay at the top. By using the internet, faster transportation, and other forms of mass communication, goods and services are spreading across countries.
This kind of globalisation can be seen in the fact that “more than 95% of Nokia cell phones are sold outside of their home country Finland.”
Globalization changes how a manager
When a manager works with people from different countries, they are likely to have very different needs, goals, and attitudes than the people they work with in their home country.
Understanding the culture of the people in the area is important for choosing the right management style to make the operations run smoothly. It’s important for the manager to be tolerant and sensitive to the needs of different employees.
Giving People Power
The main goal is to give lower-level employees more power and responsibility while giving them more freedom to choose their own schedules, operations, procedures, and ways to solve problems at work.
When the idea of empowerment is put into practise, the relationship between the boss and the workers changes. The boss now acts as a coach, advisor, sponsor, facilitator, and guide.
Both the boss and the workers need to learn how to let go of control. The workers need to learn how to be more responsible for their work and make better decisions. This often leads to a change in the way the leader leads.
How to Deal with Temporality
Product life cycles are getting shorter, which means that ways of doing things are getting better and styles are changing very quickly. The environment of the organisation feels temporary because of how quickly things change these days. In the past few years, long periods of stability have been lost because of competition to offer better experiences.
Workers need to keep their knowledge and skills up to date because the jobs they do are always changing.
Promoting new ideas and changes
Companies that want to be successful today need to encourage new ideas and know how to adapt to change. If they don’t, their competitors will eventually go out of business. They need to always be flexible, keep improving their quality, and be able to deal with constant competition. Managers need to encourage their workers to be creative and open to new ideas.
The Rise of E-Organizations
Here are some important things that need to be talked about:
I Online shopping
This refers to business activities that use electronic means of transactions, such as putting products on websites and taking orders. People are talking about online shopping in the news.
- ii) Online business
It refers to all the different things that an Internet-based business does to be successful. E-Commerce is a part of e-business that includes coming up with plans for how to run Internet-based businesses, integrating supply chains, working with partners to electronically coordinate design and production, finding a new type of leader to run a “virtual” business, hiring skilled people to build and run intranets and websites, and taking care of the business’s administrative side.
iii. Rate of e-business growth
At first, only a small part of a business can use the internet for operations. E-business is often just using the internet to better run a business that is already up and running. E-business applications also help with better performing normal business tasks and communicating with people inside and outside the company.
The government is even thinking about how to use it to offer utility services over the internet.
How to Behave More Ethically
There are times when the complexity of business operations forces workers to make moral decisions about what is right and wrong in order to finish their tasks. Not all of the rules that govern what is considered to be moral behaviour have been made clear. When it gets hard to tell the difference between right and wrong behaviour, it hurts an organisation.
Managers need to come up with an ethics code to help their workers deal with moral problems. Putting together workshops, seminars, and training programmes can help employees behave better.
Every person in an organisation has a responsibility to keep the atmosphere healthy in terms of ethics and principles and to keep things as clear as possible