This 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.

As higher among other things existing, man has special distinction from others. Thus, they want to be treated with caring, respect, and dignity; increasingly, they demand such treatment from their employers.

People who lack system understanding and become superficially infatuated with OB may develop a behavioral bias, which gives them a narrow viewpoint that emphasizes satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics.

One of the nature of people that identifies people as looking at the world and seeing things differently. Even when presented with the same object, two people may view it in two different ways.

This is the third goal of organizational behavior. Ideally, managers would have the capacity to do such thing to know which employees might be dedicated and productive or which ones might be absent, tardy, or disruptive on a certain day (so that managers could take preventive actions).

This type of nature of people in organization sees employees as diverse most specially for their needs. Managers must see employees individually and not statistically.

It represents a challenging portrait of what the organization and its members can be—a possible, and desirable, future.

The fourth goal of organizational behavior. This might help managers in making an impact on employee behavior, skill development, team effort, and productivity.

With this assumption, the managerial role is to coerce and control employees.