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1. THE DYNAMICS OF PEOPLE AND
ORGANIZATIONS
Human Behavior in Organization
Prof. Melvin Vitug Moraga, MBA

2. People tend to be very effective
at managing relationships when
they can understand and control
their own emotions and can
emphatize with the feelings of
others.
Daniel Goleman

3. • the meaning of Organizational Behavior
• the key goals of and forces within the
organization
• basic concepts of organizational behavior
To understand:

4. • how organizational behavior affects
organizational performance
• the limitations of organizational behavior
To understand:

5. Is a systematic study and careful application of
knowledge about how people act within the
organization.

6. • It is a scientific discipline in which a large
number of research studies and conceptual
developments are constantly adding to it
knowledge base.
• It is also an applied science, in that information
about effective practices in one organization is
being extended to many others.
What is Organizational Behavior?

7. Describe
Understand
Predict
Control
Goals of
Organizational Behavior

8. - how people behave under a variety of
condition
- It allows manager to communicate
about human behavior at work using
common language
1. Describe

9. 2. Understand
• It enables to determine why people
behave as they do
• Decision makers would be able to
understand the reasons behind
employees’ action, not just talk about
their behaviors

10. • Decision makers would be able to
know the likely behavior which
employees might be dedicated and
productive, or which ones might be
absent, tardy, uncommitted or
disruptive …
3. Predict

11. 4. Control
• Level of control will develop some
human activity at work
• Help managers direct the performance
outcomes of employees
• Thus, it will help them make an impact
on employee behavior

12. Environment
Structure
Technology
People
Forces Affecting the OB

13. • It comprise of the internal social system
of organization, consisting of individuals and
groups, as well as large and small groups
1. People
• Involves official and unofficial, informal and
formal groups
• Groups are dynamics. F-C-D

14. 2. Environment
• It is a part of a larger system that contains
many other elements such as government,
family, competitors, suppliers, among others
• Citizens expect organizations to be socially
responsible
• Individual organizations cannot escape from
being influenced by their external environment

15. • It defines formal relationship and use of people
in organizations
• Different jobs are required to accomplish all of
the organization’s activities.
• People have to be related in some structural
way do that their work can be coordinated
3. Structure

16. • Provides the resources with which people work
and affects the task that they perform
• Its used has a significant influence on working
relationships
• One major benefit of it is it allows people to do
more and work better, but it also restrict them
in some ways
4. Technology

17. OB’s Fundamental Concepts
People Organizations

18. Individual
Differences
Perception
A whole
person
Motivated
Behavior
Desire of
Involvement
Value of the
Person
The Nature of People

19. Perception
A Whole Person
People look at the world and see
things differently
Employee is treated as a whole,
not just parts (skills or brain)
Individual
Difference
People have much in common,
but each person in the world is
different
The Nature of People (cont’n)

20. Motivated
Behavior
Desire for
Involvement
Normal behavior has certain
causes that relates to personal
needs or consequences
People seek opportunities at work
to become involved in relevant
decisions
Value of the
Person
People deserve to be treated
differently as compared to factors
of production
The Nature of People (cont’n)

21. SOCIAL
SYSTEMS
MUTUAL
INTERESTS
ETHICS
The Nature of Organizations

22. Social System
Mutual Interest
Activities in the organizations are
governed by social laws as well as
psychological laws
Organization need people and
people need organizations
Ethics
Organizations must treat
employees in an ethical fashion
The Nature of Organizations (cont’n)