Enumerate the basic fundamental concepts of Organizational Behavior. Also give out various 4 models with facets one can read in this subject study.

The discipline of Organization Behavior has fundamental concepts revolving round the nature of people and the nature of the organization. They are:

1.    Individual Differences
In spite of all the human being similar every one is different. Every one has a different gift of the nature; different quality of intelligence, different perception and the different ways of behavior. The concept tells that every person is an entity in him. When it comes to human behavior there cannot be a prescriptive solution. Every individual is to be treated differently even though two persons may have the same behavioral problems. The concept also tells the manager that he had better be aware of his own stereotypes. A stereotype is a tendency to attribute the traits of a group to an individual because he belongs to the said group. The Jew genocide can be attributed to this stereotyping. Unfortunately one is not aware as to how these stereotypes influence his behavior. This concept, therefore, not only tells that a manager should treat every person as an entity in himself but he should also examine his own stereotypes.

2.    Perception
People’s perceptions also differ when they see an object. Two people can differently present the same object. And this is occurring for their experiences. A person always organizes and interprets what he sees according to his lifetime of experience and accumulated value.
Employees also see work differently for they differ in their personalities, needs, demographics factors, past experiences and social surrounding.

3.    Whole Person
In the olden days employees were referred to as ‘hands’, implying that the organization hires only the hands of a man. Nothing can be farther from the truth that an organization hires not only the hands of an employee but the complete person with all his pluses and minuses. Since a person performs many roles at the same time, the happenings in one role are bound to affect the behavior in other roles of the person. The concept tells the manager that when it comes to behavioral problems, he must also take into account the other roles of the person. If the whole person is to be developed then only the benefits will extend beyond the organization to the entire society in which the employee lives.

4.    Motivation i.e. caused behavior
The concept reminds the manager of the law enunciated by Newton that every action has an equal and opposite reaction. This means the manager, by his own behavior, can cause an employee behave in a particular way. If he is respectful to his employees they are bound to be respectful to him not otherwise.
An employee has so many needs inside him. So, they want to fulfill those needs. That’s why; they had to perform well in the organization. Some motivations are needed to enrich the quality of work. A path toward increased need fulfillment is the better way of enriching the quality of work.

5.    Desire for involvement
Every employee is actively seeking opportunities at work to involve in decision-making problems. They hunger for the chance to share what they know and to learn from the experience. So, organization should provide them a chance to express their opinions, ideas and suggestion for decision-making problem. A meaningful involvement can bring mutual benefit for both parties.

6.    Human Dignity
This concept is of a different order because it is more an ethical philosophy than a scientific conclusion. It confirms that people are to be treated differently from other factors of production (land, capital, labor). They refuse to accept the old idea that they are simply treated as economic tools. Since they are of a higher order, they want to be treated with respect and dignity from their employers and society.

The four different models of Organizational Behavior show the evolution of the thinking and behavior on the part of management and managers alike. These models also denote the responses of the employees to the various orientations of the managers and the general behavioral climate prevailing in the manager-employee relationship.
These models are:
1.    Autocratic
The autocratic model depends on power. Those who are in command must have the power to demand “you do this-or else,” meaning that an employee who does not follow orders will be penalized.
In an autocratic environment the managerial orientation is formal, official authority. This authority is delegated by right of command over the people to it applies.
Under autocratic environment the employee is obedience to a boss, not respect for a manager.
The psychological result for employees is dependence on their boss, whose power to hire, fire, and perspire them is almost absolute.
The boss pays minimum wages because minimum performance is given by employees. They are willing to give minimum performance-though sometimes reluctantly-because they must satisfy subsistence needs for themselves and their families. Some employees give higher performance because of internal achievement drives, because they personally like their boss, because the boss is “a natural-born leader,” or because of some other factor; but most of them give only minimum performance.

2.    Custodial
A successful custodial approach depends on economic resources.
The resulting managerial orientation is towards money to pay wages and benefits.
Since employees’ physical needs are already reasonably met, the employer looks to security needs as a motivating force. If an organization does not have the wealth to provide pensions and pay other benefits, it cannot follow a custodial approach.
The custodial approach leads to employee dependence on the organization. Rather than being dependent on their boss for their weekly bread, employees now depend on organizations for their security and welfare.
Employees working in a custodial environment become psychologically preoccupied with their economic rewards and benefits.
As a result of their treatment, they are well maintained and contended. However, contentment does not necessarily produce strong motivation; it may produce only passive cooperation. The result tends to be those employees who do not perform much more effectively than under the old autocratic approach.

3.    Supportive
The supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow and accomplish in the interests of the organization the things of which they are capable.
The leader assumes that workers are not by nature passive and resistant to organizational needs, but that they are made so by an inadequately supportive climate at work. They will take responsibility, develop a drive to contribute, and improve them if management will give them a chance. Management orientation, therefore, is to support the employee’s job performance rather than to simply support employee benefit payments as in the custodial approach.
Since management supports employees in their work, the psychological result is a feeling of participation and task involvement in the organization. Employee may say “we” instead of “they” when referring to their organization.
Employees are more strongly motivated than by earlier models because their status and recognition needs are better met. Thus they have awakened drives for work.

4.    Collegial
A useful extension of the supportive model is the collegial model. The term “collegial” relates to a body of people working together cooperatively.
The collegial model depends on management’s building a feeling of partnership with employees. The result is that employees feel needed and useful. They feel that managers are contributing also, so it is easy to accept and respect their roles in their organization. Managers are seen as joint contributors rather than as bosses.
The managerial orientation is toward teamwork. Management is the coach that builds a better team
The employee’s response to this situation is responsibility. For example employees produce quality work not because management tells them to do so or because the inspector will catch them if they do not, but because they feel inside themselves an obligation to provide others with high quality. They also feel an obligation to uphold quality standards that will bring credit to their jobs and company.
The psychological result of the collegial approach for the employee is self-discipline. Feeling responsible, employees discipline themselves for performance on the team in the same way that the members of a football team discipline themselves to the training standards and the rules of the game.
In this kind of environment employees normally feel some degree of fulfillment, worthwhile contribution, and self-actualization, even though the amount may be modest in some situation. This self-actualization will lead to moderate enthusiasm in performance

	Autocratic	Custodial	Supportive	Collegial
Model depends on	Power	Economic resources	Leadership	Partnership
Managerial Orientation	Authority	Money	Support	Teamwork
Employee Orientation	Obedience	Security	Job performance	Responsibility
Employee Psychological result	Dependence on boss	Dependence on organization	Participation	Self-discipline
Employee needs met	Subsistence	Maintenance	Higher-order	Self-actualization
Performance result	Minimum	Passive cooperation	Awakened drives	Moderate enthusiasm