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FUNDAMENTALS OF HUMAN BEHAVIOR.pptx
- 2. Anything that is commonplace and obvious, like human behavior is usually taken for granted. Presumably, it does not have to go through a discerning eye; it does not need analysis nor extensive study. However, this assumption may be far from being tenable and true.
- 3. Hersey and Blanchard aptly said, “Many of our most critical problems are not in the world of things, but in the world of people. The study of human behavior, therefore, is just important, if not more important, than the study of things. Indeed, there is no other subject more interesting and challenging than people.
- 4. A story is told of an executive who had to drive some distance to his head office for a conference with his president. On his way, his car tires went off in a place near a mental hospital. He had difficulty putting them back to be in time for his appointment when along came a man, apparently a patient who was trying to escape from the institution. The latter offered to help and presto! The tires were in place in such a short time much to the amusement and pleasure of the business executive who uttered, “Hey, man you’re a wizard. But why are you in this mental hospital?” The man replied with a mischievous twinkle in his eyes, “I may be crazy but I am not stupid as you are!”
- 5. What personal characteristics does each of the two actors in the story possess which have affected their behavior? Can we compare the behavior of the executive and that of the mental patient?
- 6. It was observed with concern by a small group of employees of a marketing firm that Rita was not eating her lunch for the fourth day with them. Her individual behavior amazed them since she usually led the group to come together, start the meal and recount the “stories” of the day. What made Rita change her behavior? How did this affect the group? How would she react if the group asked her the reason for her acting differently?
- 7. The polarization of the workers in the Operations department of a government corporation became more evident when a discussion of performance appraisal took place. Three groups emerged as gleaned from the heated debate. One group sided with the department manager, another was hostile and tried to impede the flow of discussion citing the impropriety of his decisions. The silence of a third group was deafening.
- 8. What incidents and events led to the polarization of the work force of the Operations department that used to be cohesive and united? What can the department manager and general manager do to resolve the problem of divisiveness?
- 9. Each of the case incidents mentioned reflects some very interesting yet hard to explain facets of human behavior. Could these facets be identified and studied? How can they be analyzed? What assumptions can be taken when explaining them? How do we know that our suggested solution to the problem is the right one? These and many other questions beset us when facing human behavior problems.
- 10. NATURE AND SCOPE OF HUMAN BEHAVIOR any act of an individual which is considered human behavior is a reflection of his thoughts, feelings, emotions, sentiments whether conscious or not. It mirrors his needs, values, motivation, aspirations, conflicts and state of life. Behavior, therefore, consists of all human activities.
- 11. Human behavior occurs anywhere and everywhere – at home, in school, in the work setting, in church, in a social club, in a professional organization. The principles and concepts that underlie behavior are basic. It is their implementation and practice that differ from group to group or from one country to another.
- 12. The culture laden behavior is best illustrated in the following incident: One afternoon in a memorial park, a group of Chinese placed food on top of the tomb of their dead while the Americans who were wondering why the Chinese used food sent a representative to the Chinese group to inquire, “When are your dead coming up to eat your food?” A quick Chinese retorted, “At the very same time your dead will come up to smell your flowers!” *Reverence for the dead is universal. It is how each culture manifests it that spells the difference.
- 13. SOME KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS,AND PRINCIPLES Human behavior which is called human act is different from act of man. Human act – when man performs an act with free will he does a human act. He is responsible for such act which is performed with alternatives to choose from. Act of man – is performed by one who is forced to do so at the risk of his own life if he does otherwise. He does not have alternative to choose from. He is not given the opportunity to use his free will, thus, he is not responsible for this act.
- 14. ASSUMPTIONS Every person is significantly different from the moment of conception. Every person is a constantly active, goal-seeking organism. Every person is dynamic. The characteristics of an organization influence the behavior of the entire organization, and to a great extent, the behavior of the individuals within it as well.
- 15. Behavior cannot be predicted with 100% accuracy since it arises from the varying needs and value systems of many different people. There are no simple cookbook formulas for working with people.
- 16. CONCEPTS CONCEPTS Almost all behavior is learned. Human beings adapt.
- 17. PRINCIPLES: Thorndike’s law of effect works and is powerful. Stimuli are those forces which impact the sensory organs of our 5 sensory input channels. Behavior is caused but its causality is uncertain and usually multiple. Classical conditioning is a powerful technique for altering the behavior of others. There are no 2 individuals who are alike in all dimensions.