What Organizational Behavior Models Work Best for Projects?

As project managers, we all know that hitting deadlines and staying on budget are critical, but at the end of the day, the engine driving that success is our processes and our people.

Organizational behavior models provide a framework for how our teams interact, how decisions get made, and even how well we perform. 

Read on as we go through the key organizational models and how they directly impact our projects.

What are organizational behavior models?

Organizational behavior, a heavily studied concept among HR managers and academics alike, is about understanding the dynamics at play within our teams and the wider organization. It's the study of how individuals, groups, and organizational structures influence effectiveness. 

An organizational behavior model details how these different influences are laid out and the socio-cultural ideas that they follow. 

Organizational behavior models aren't just academic exercises; they're based on theories and studies about human behavior in the workplace, providing us with lenses through which to analyze and improve our team’s performance.

Organizational behavior and project success

The organizational behavior of your project team dictates how smoothly they collaborate, how effectively tasks are executed, and how resilient we are when those inevitable roadblocks pop up. 

It’s like an undercurrent that affects everything from individual productivity to overall project delivery. 

If we take the time to understand organizational behavior models, we can proactively identify potential friction points, achieve better communication, and create an environment where our teams can thrive while delivering exceptional results.

These models can help us pinpoint the levers we can potentially pull to boost performance. They provide a structure for how different organizational elements interact and how we can optimize those interactions for better project outcomes.

5 components of organizational behavior models

Studying organizational behavior can help project managers understand how their team members behave, interact, and relate to the organizational structure. You can use these insights to help drive performance and efficiency, and even improve client satisfaction. 

Before we dive into specific organizational behavior models, let's quickly touch on the core components that underpin . A shift in any of these can ripple through the entire system:

1. Structure - This is the blueprint of our project teams and the wider organization, how roles, responsibilities, and reporting lines are defined. A clear and efficient structure minimizes confusion and maximizes productivity.
2. Leadership - As project managers, we are supposed to embody leadership. Our ability to inspire, motivate, and guide our teams directly impacts their performance and the project's success.
3. Communication - The lifeblood of any project, clear, consistent, and open communication fosters collaboration, prevents misunderstandings, and keeps everyone in alignment.
4. Motivation - What drives our team members to go the extra mile? Understanding motivation, both intrinsic and extrinsic, helps unlock their full potential.
5. Culture - The shared values, beliefs, and norms that shape how our teams operate, a positive, collaborative culture fosters a sense of belonging and drives engagement.

Organizational behavior models in project management

Although organization behavior models apply to tons of different industries and disciplines, over 40 years of research has been conducted specifically on how they work in project management. 

Now, let's look at some specific models and how they might play out in our project environments, complete with real-world examples:

The Supportive Model

This approach, as project managers, often mirrors our ideal way of leading. It's rooted in the belief that management's primary role is to provide support and guidance to team members. 

The core principle is that when team members feel valued, have the necessary resources, and receive consistent support, they become more engaged, innovative, and ultimately, more productive. This directly translates to successful project delivery.

In a project team operating under the supportive model, you’d likely see a project manager acting more like a coach or mentor than a strict taskmaster. 

Team members are actively involved in planning sessions, problem-solving discussions, and even in defining certain aspects of their tasks. Communication flows freely in both directions, with team members feeling comfortable raising concerns and offering suggestions without fear of reprisal. The project manager ensures that everyone has the right tools, training, and backing to execute their responsibilities effectively.

Example of the supportive model in action: Consider a software development project team using an agile methodology. The Scrum Master, acting as the project lead in this supportive environment, facilitates daily standups but doesn't dictate every step. 

The developers have autonomy in how they approach their coding tasks, and they collectively decide on the best technical solutions. 

When a team member encounters a roadblock, the Scrum Master actively works to remove that impediment, whether it's securing access to a specific resource or facilitating a discussion with another team. 

Regular retrospectives are held where the team openly discusses what’s working well and what needs improvement, with the project lead actively listening and implementing agreed-upon changes. This fosters a sense of ownership and collective responsibility, leading to higher quality code and better adherence to timelines.

The Autocratic Model

Now, let's pivot to the Autocratic Model. This leadership style is characterized by a centralized decision-making process, where the project manager or a key stakeholder holds most, if not all, of the power. 

There's a clear hierarchical structure in place with limited input from team members and minimal delegation of significant decisions. 

This model can lead to quick decisions in time-sensitive situations or when dealing with less experienced teams, but it often comes at the cost of team morale and engagement.

In an autocratic project environment, the project manager sets the tasks, dictates the methods, and expects strict adherence to instructions. Communication is primarily top-down, with little room for feedback or alternative approaches from the team. 

Although this approach can help promote consistency across teams, it can also stifle creativity. The autocratic model also can make team members feel like cogs in a machine rather than valued contributors.

Example of the autocratic model in action: Imagine a construction project with a very tight deadline and strict safety regulations. The senior site manager might feasibly adopt a more autocratic approach when it comes to safety protocols. 

They might issue direct orders regarding safety procedures, with little room for discussion, to ensure compliance and prevent accidents. 

Similarly, if a critical structural issue arises that requires immediate resolution, the senior engineer might make a unilateral decision on the repair method due to their expertise and the urgency of the situation, directing the team on the exact steps without extensive consultation. 

In these scenarios, the need for speed and adherence to strict standards outweighs the benefits of broad team input. However, consistently applying the autocratic model across all aspects of the project could lead to resentment and a lack of ownership among the construction crew.

The Custodial Model

The custodial model centers around providing economic security and benefits to employees as the primary motivators. 

The underlying assumption is that if the organization takes care of the employees' basic needs and provides a comfortable working environment, they will be more loyal and productive. 

Communication tends to be paternalistic, flowing from management to employees with limited feedback mechanisms or involvement in decision-making.

In a project team under the Custodial Model, the project manager might focus heavily on providing team members good benefits, comfortable workspaces, and job security. 

While this can lead to lower turnover and a sense of stability, it might not necessarily drive high levels of intrinsic motivation or innovation. Team members might become reliant on these benefits and less driven by the challenge or the sense of accomplishment from the project itself.

Example of the custodial model in action: Let’s say there’s a large, established government IT project with a history of stable employment and comprehensive benefits packages. The project manager might emphasize these aspects to build team loyalty and reduce attrition. 

They make sure everyone has good health insurance, retirement plans, and ample paid time off. The focus in team meetings tends to be more on procedural updates and adherence to protocols rather than brainstorming or seeking innovative solutions from the team. 

Although the team might be content and turnover is low in the custodial model, there might be a lack of problem-solving or a sense of urgency to exceed expectations, as the primary motivator is the security and benefits provided as opposed to the inherent challenge of the project. 

To counter this, the project manager might need to actively introduce opportunities for skill development to foster a culture of continuous learning, growth, and contribution beyond the basic benefits.

Which behavior organizational model will work best for your project teams?

By consciously considering these models and adapting our strategies, we can cultivate more engaged, motivated, and ultimately, higher-performing project teams. 

Which one works best will depend on many factors like the scope of the project, your industry, the size of your project team, and other factors:

Supportive models are common among creative agencies, while the autocratic model is seen more in construction and enterprise service businesses. Custodial frameworks you’ll often see in both small and large businesses across the board. 

Understanding these organizational behavior models provides us, as project managers, with valuable frameworks for analyzing and then influencing our team dynamics. 

Recognizing which model, or combination of models, is at play in our projects can help us anticipate potential challenges and tailor our leadership approach for better outcomes.