Every organization develops a particular model in which behaviour of the people takes place. This model is developed on the basis of management’s assumptions about people and the vision of the management. Since these assumptions vary to a great extent, these result into the development of different organizational behaviour models (OB models). From the very beginning of the civilized human society, two alternative approaches have been adopted for placing trust on people. One says “trust everyone unless there is a contrary evidence”: another says “do not trust anyone unless there is a contrary evidence”. Naturally, interpersonal interactions take place differently under these two approaches. Following description of the organizations is worth while to note here: “Most of our originations tend to be arranged on the assumption that people cannot be trusted or relied on, even in tiny matters”. However, this is only one side of the coin. For example, McGregor has given theories X and Y and each theory makes assumptions which are quite contrary to each other; Argyris has given the concept of immaturity and maturity of people which also provides two opposite views about the people.
Autocratic Model
In the autocratic model, managerial orientation is towards power. Managers see authority as the only means to get the things done, and employees are expected to follow orders. The result is high dependence on boss. This dependence is possible because employees live on the subsistence level. The organizational process is mostly formalized; the authority is delegated by right of command over people to whom it applies. The management decides what is the best action for the employees. The model is largely based on the Theory of X assumptions of McGregor where the human beings are taken inherently distasteful to work and try to avid responsibility. A very strict and close supervision is required to obtain desirable performance from them. Likert’s management system can be compared with the model of organizational behaviour. His system (exploitative authoritative) in which motivation depends on physical security and some use of desire for start and better performance is ensured through fear, threats, punishment, and occasional rewards; communications is mostly one-way, that is downward: there is little interaction between managers and employees.