Human Behavior in Organization

1. Fundamental of
Organizational Behavior

2. Organizational dynamics refers to the
patterns of movement over time in the
interactions between the people who are the
organization, the community of practice. Such
patters could be described, for example, as
regular patterns of dependence and conformity,
or as irregular patterns of aggression and
noncompliance.
(Stacey, 2007, pp.3)

3. Organizational dynamics is contrasted
with organizational strategy or, simply, strategy.
Organizational dynamics is about patterns of
movement in the activity in the joint activity
people undertake, organizational strategies,
and its purposes over time and how actors
involved are engaged in, and think about, this
movement. (Stacey, 2007, pp 240)

4. Models of Organizational Behavior
Autocratic Model
The autocratic model depends on power. 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.

5. Models of Organizational Behavior
The Custodial Model
The custodial approach leads to employee
dependence on the organization. Rather than
being dependence on their boss, 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.

6. Models of Organizational Behavior
The Supportive Model
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.

7. Models of Organizational Behavior
The Collegial Model
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.

8. Models of Organizational Behavior
The System Model
An emerging model of organization behavior is the
system model. It is the result of a strong search for
higher meaning at work by many of today’s
employees; they want more than just a paycheck
and job security from their jobs. Since they are
being asked to spend many hours of their day at
work, they want a work context there that is
ethical, infused with integrity and trust, and
provides an opportunity to experience a growing
sense of community among coworkers.

9. Managing Communication
“Communication is the process of conveying
the message from one person to the other
(Weick and Browing, 1986), however it is very
important that the recipient of the information
understands the content and the meaning of
the message.” (Rouse & Rouse;
2005, 40.)

10. Managing Communication
Weihrich and Koontz stated that the function
of communication in the organization is to
connect the employees of that organization in
order to reach mutual goals.

11. Managing Communication
Communicational flow in the organization can
develop into many different directions:
Upward communication
Downward communication
Sideward communication.

12. Managing Communication
Upward communication
The one which goes up the official hierarchy,
from the lower to the higher level in the
organization. Information go from the
subordinates to the superiors. It is mostly used
for sending information associated with the
proposals system, employees’ opinion, work
insight, attitudes and problems of the
employees.

13. Managing Communication
Downward Communication
Flows from the higher to the lower levels in
the organization. It is characteristic for giving
orders, broadening of ideas and
communicational knowledge.

14. Managing Communication
Weihrich and Koontz term the horizontal and
diagonal flow of information a sideward
communication, because of their generic joint
features. S. P. Robbins 35 ,Interdisciplinary
Management Research V terms them a lateral
communication. Horizontal communication appears
among people of the same status within a
department or among different working units,
whereas the diagonal communication appears among
people of the different status who are not formally
connected in the organizational communication
system. (Fox; 2001, 41.)

15. Managing Communication
Communication Network of
Organization
Formal Communication
Informal Communication

16. Managing Communication
Formal Communication
Chain
Circle
Wheel

17. Managing Communication
Chain Communication
Chain network of formal small groups mainly
follows the formal chain of command

18. Managing Communication
Circle Communication
Circle network has the leader as the central person
for conducting all communications within the group.

19. Managing Communication
Wheel Communication
As opposed to chain and circle network, wheel network is
characterized by openness that enables the joint
communication of all members of the group.

20. Managing Communication
If we compare the networks in small groups having
in mind certain criteria as speed, accuracy, leader
emergence and member satisfaction, we would
conclude that in order to come to a conclusion, we
have to wisely choose a particular form of the
communication network depending on the aim we
want to achieve. If we appreciate accuracy, then the
chain network should
be used.

21. Managing Communication
Informal Communication
“Informal communication reflects the
employees’ perception concerning the
organization. It often carries or asks for
information that the management, accidentally
or deliberately, has not formally disclosed.” (Fox;
2001, 47.)

22. Managing Communication
Informal Communication
In Anglo-American business culture known as
grapevine is secondary and very complicated
communication network that is based on
personal contact, and opposed to the system of
formal communication it does not follow a
particular line settled in advance.” (Fox; 2001,
46.)

23. Social System and Organizational Culture
A social system is a complex set of human
relationships interacting in many ways. Possible
interactions are as limitless as the stars in the
universe. Each small group is a subsystem within
larger groups that are subsystems of even larger
groups, and so on, until all the world’s population is
included. Within a single organization, the social
system includes all the people in it and their
relationships to one another and to the outside
world.

24. Social System and Organizational Culture
Two points stand out in the complex
interactions among people in a social system. First,
the behavior of any one member can have an impact,
directly or indirectly, on the behavior of any
other. Although these impacts may be large or small,
all parts of the system are mutually
interdependent. Simply stated, a change in one part
of a system affects all other parts, even thoughts
impact may be slight.

25. Social System and Organizational Culture
A second important point revolves around a
system’s boundaries. Any social system engages in
exchanges with its environment, receiving input from
it and providing output to it social systems
are, therefore, open systems that interact with their
surroundings.

26. Social System and Organizational Culture
Social Equilibrium
A system is said to be in social equilibrium when its
interdependent parts are in dynamic working
balance. Equilibrium is a dynamic concept, not a static
one. Despite constant change and movement in every
organization, the system’s working balance can still be
retained. The system is like a sea: in continuous
motion and even suffering substantial disruption
from storms, over time the sea’s basic character
changes very little.

27. Social System and Organizational Culture
Functional and Dysfunctional Effects
If the effects of change are favorable for the system, it has
a Functional effect. When an action or a change creates
unfavorable effects, such as a decline in productivity, for
the system it has a dysfunctional effect.
Employees can also have functional or dysfunctional
effects on the organization. They can be creative,
productive, and enthusiastic and actively seek to
improve the quality of the organization’s product or
service.

28. Social System and Organizational Culture
Psychological and Economic Contracts
When employees join an organization, they make an
unwritten psychological contract with it, although
often they are not conscious of doing so.
This contract is in addition to the economic contract
where time, talent and energy are exchanged for
wages, hours, and reasonable working conditions.

29. Social System and Organizational Culture
Psychological and Economic Contracts
The psychological contract defines the conditions of
each employee's psychological involvement – both
contributions and expectations– with the social
system. Employees agree to give a certain amount
of loyalty, creativity, and extra effort, but
in return they expect more than economic rewards
from the system.

30. Employee:
-Expected
gains
-Intended
contributions
Employer:
-Expected
gains
-Rewards
ofered
Psychological
Contract
Economic
Contract
Employee:
If expectations are met
-High job
satisfaction
-High performance
-Continuance with
organization
If expectations are not
met
-Low job satisfaction
-Low performance
-Possible separation
Employer:
If expectations are met
-Employee retention
-Possible promotion
If expectations are not
met:
-Corrective action;
discipline
-Possible separation

31. enD