This chapter provides an overview of human behavior in organizations and organizational behavior. It defines organizational behavior as the study of how people behave in organizational settings, including their interactions with each other and the organization. The goals of organizational behavior are to explain, understand, and predict human behavior in order to control or influence it. Key topics covered include the benefits of studying organizational behavior, such as developing people skills and enhancing organizational effectiveness. A brief history is also given, from early scientific management approaches to more modern theories incorporating aspects of psychology.

3. Chapter 1:
An Overview of
Human Behavior in
Organization

4. Topic to be discussed:
• What is Human Behavior
• What is Organizational Behavior
• The Goals of OB
• The Benefits of Studying Organizartional
Behavior (OB)
• The Brief History of Organizational Behavior
• Ethics and Organizational Behavior

5. What is Human Behavior?
• Human Behavior refers to the physical actions
of a person that can be seen or heard.
• It is exhibited with thoughts, feelings,
emotions and sentiments.
• It can be similar or different when he is in or
out of organizations.

7. What is Organizational Behavior?
• The study of human behavior in organization,
of the interaction between individuals and
the organization, and of the organization
itself.

8. The Goals of OB
• To explain/understand behavior;
- OB needs to systematically describe how
people behave under a variety of conditions,
and understand why people behave as they do.
• To predict behavior; and
• To control behavior.

9. The elements of OB
• People
• Structure
• Technology
• Environment

10. The benefits of studying OB:
1. Development of people skills;
2. Personal growth;
3. Enhancement of organizational and
individual effectiveness; and
4. Sharpening and refinement of common
sense.

11. Development of people skills:
Two types of skills that a person will need to
succeed in his chosen career:
1. The skill in doing his work; and
2. The skill in relating with people

12. A person who is much adept in the performance
of his work may be successful up to a certain
extent, but he will require another skill to
make other people believe that he should be
more successful than his current achievement.
Example:

13. Personal Growth
• It makes a person highly competitive in the
workplace.
• A person who strives to know himself better
is entering the realm of intrapersonal
intelligence.

14. Enhancement of Organizational
and Individual Effectiveness
Effectiveness is a major attribute of successful
organizations, as well as individuals. When the
right decisions are made, effectiveness follows.

15. Sharpening and Refinement of
Common Sense
People differ in the degree of common sense
they possess.

16. History of Organizational Behavior
• The Human relations approach
a) The Scientific Management Approach
b) The Human Relations Approach
• The Personality theories
a) Freud’s model
b) The Behaviorist approach
c) The humanist approach

17. Frederick W. Taylor
• The Father of Scientific Management
• He used scientific analysis and experiment to
increase worker output.
• Taylor did it by regarding individuals as
equivalent of machine parts and assigned
them specific repetitive tasks.

18. Elton Mayo
• Hawthorne studies in 1920
• Determine what effect hours of work, periods
of rests and lighting might have on worker
fatigue and productivity.
• Mayo concluded that social interaction is a
factor for increased productivity.

19. Sigmund Freud
• Freud believed that irrational motives make
up the hidden subconscious mind, which
determines the major part of people’s
behavior.

20. John Broadus (J.B) Watson
• Formulated the theory of learned behavior.
• This theory indicates that a person can be
trained to behave according to the wish of the
trainer.

21. Burrhus Frederic (B.F) Skinner
• Theory of behavior modification
• He concluded that when people receive a
positive stimulus like money or praise for
what they have done, they will tend to repeat
their behavior. When they are ignored and
receive no response to the action, they will
not be inclined to repeat it.

22. Carl Rogers
• Focused on the person as an individual
instead of adhering to a rigid methodology.
• He believes that people should acquire their
own values and attitudes rather than be
committed to a fixed set of prescribed goals.
• The more self-directed and aware people are,
the better they are able to develop their own
individual values and adapt to a changing
environment.

23. Fritz Perls
• Gestalt Psychology
• The person is seen as being plagued by
numerous split, or conflicting desires and
needs, which dissipate energy and interfere
with that person’s ability to achieve his
potential.
• Its objective is to integrate conflicting needs
into an organized whole, in which all parts of
a person work together towards growth and
development.

24. Abraham Maslow
• He referred to self-
actualization
• To achieve this
objective, the
person must work
his way up to the
succeeding steps of
a hierarchy of
needs.

25. •Is it considered stealing to take pens
from a bank? What about extra
napkins from a fast-food
restaurant?

26. IS IT ALRIGHT FOR A FIRM TO ASK ITS
EMPLOYEE TO OBTAIN CONFIDENTIAL
INFORMATION THROUGH ESPOINAGE
REGARDING THE OPERATIONS OF A
COMPETITOR?

27. Is it OK to fantasize about someone
else when I'm with my partner?

28. IS IT RIGHT FOR A BUSINESS FIRM TO
ADAPT A POLICY OF HIRING ONLY
THOSE WHO ARE MEMBERS OF A
CERTAIN RELIGIOUS SECT?

29. Am I obligated to lend money to
friends and family?

30. WHAT IS ETHICS?
Ethics refers to the set of moral choices a
person makes based on what he or she ought
to do.

31. WHAT IS ORGANIZATIONAL
ETHICS?
• These are moral principles that define right
or wrong behavior in organizations.

32. What is Ethical Behavior?
• Ethical behavior refers to the behavior that is
accepted as morally “good” and “right” as
opposed to “bad” and “wrong”.

33. CONSTITUTES RIGHT AND WRONG
BEHAVIOR IN ORGANIZATION
• THE PUBLIC
• INTEREST GROUPS
• ORGANIZATIONS
• THE INDIVIDUAL’S PERSONAL MORALS AND
VALUES

34. ETHICAL ISSUES
• CONFLICT OF INTEREST e.g. Purchasing Officer
• FAIRNESS AND HONESTY e.g. Traffic enforcer
• COMMUNICATION e.g. product offering
• RELATIONSHIPS WITHIN THE ORGANIZATION
e.g. supervisor vs. employee credit of work