This document discusses organizational behavior and human behavior within organizations. It covers several key topics: 1) Understanding human behavior in organizations involves studying how individuals and groups act within organizations to identify ways to improve effectiveness. Organizational behavior draws on research studies to build its knowledge base. 2) Fundamental concepts around human behavior include individual differences between people, how people perceive things differently, treating employees as whole people rather than just skills/roles, motivated behavior based on needs and consequences, employees' desire for involvement, and treating people with dignity and respect. 3) Organizations are social systems with mutual interests between managers and employees, and ethics help meet objectives. Effective approaches consider human resources, contingencies, results,

3. a. Understanding Human Behavior in an
Organization
- is the systematic study and careful
application of knowledge about how
people as individual and as groups – act
within organizations. It strives to identify
ways in which people can act more
effectively. Organizational behaviour is a
scientific discipline in which large number
of research studies and conceptual
developments are constantly adding to
its knowledge base.

4. b. Fundamental Concepts
The Nature of People
1. Individual Differences
– people have much in common, but each
person in the world is also individually unique.
The idea of individual differences comes
originally from psychology. From the day of
birth, each person is unique, and the individual
experiences after birth tend to make people
even more different.

5. 3. A Whole Person
– although some organizations may wish they
could employ only a person’s skill or brain, they
actually employ a whole person rather than
certain characteristics. Different human traits
may be studied separately, but in the final
analysis they are all part on one system
making up a whole person.

6. 2. Perception
– people look at the world and see things
differently. Even when presented with the same
object, two people may view it in two different
ways. Their view of their objective environment
is filtered by perception, which is unique way
in which each person sees, organizes, and
interprets things.

7. 4. Motivated Behavior
– these may relate to a person’s needs or the
consequences that results from acts. In the
case of needs, people are motivated not by
what we think they ought to have but by
what they want for themselves.

8. 5. Desire for Involvement
– they hunger for the chance to share what they
know and to learn from the experience.
Consequently, organizations need to provide
opportunities for meaningful involvement. This
can be achieved through employee
empowerment – a practice that will result
in mutual benefit for both parties.

9. 6. Value of the Person
– people deserved to be treated differently from
other factors of production because they are
of a higher order in the universe. Because of
this distinction, they want to be treated with
caring, respect and dignity – and they
increasingly demand such treatment from
their employers.

10. The Nature of Organizations
1. Social Systems
– it implies that the organizational environment
is one of dynamic change rather than a static
set of relations as pictured on an organization
chart. All parts of the system are
interdependent, and each part is subject to
influence by any other part.

11. 2. Mutual Interest
– organizations have human purpose. They are
formed and maintained on the basis of some
mutuality interest among their participants.
Managers need employees to help them
reach organizational objectives, people need
organizations to help them reach individual
objectives.

12. 3. Ethics
– when the organization’s goals and actions
are ethical, it is more likely that individual,
organizational, and social objectives will be
met. People find more satisfaction in work
when there is cooperation and teamwork.

13. c. Basic Approaches of Human Behavior
1. Human Resource Approach (Supportive)
– it is developmental. It is concerned with the
growth and development of people toward
higher levels of competency, creativity and
fulfilment because people are the central
resource in any organization and any
society.

14. 2. Contingency Approach
– means different situations require different
behavioral practices for greatest effectiveness.
The strength of contingency approach is that
it encourages analysis of each situation prior
to action while at the same time discouraging
habitual practices based on universal
assumptions about people.

15. 3. Result Oriented Approach
– all organizations need to achieve some
relevant outcomes or results. A dominant
goal for many is to be productive so this
results orientation is a common thread
woven through organizational behavior.

16. 4. System Approach
– all parts of an organization interact in a
complex relationship. The system approach
compels managers to take a holistic and
synthesizing view of the subject. As a result,
managers need to interpret people
organization relationships in terms of the
whole person, whole group, whole
organization, and whole social system.

17. d. Limitations of Organizational Behavior
1. Behavioral Bias
– people who are lack in system understanding
and become superficially infatuated with OB
may develop a behavioural bias, which give
them a narrow viewpoint that emphasizes
satisfying employee experiences while
overlooking the broader system of the
organization in relation to all its publics.

18. 2. The Law of Diminishing Returns
– it returns in organizational behaviour works in
a similar way. It states that at some point,
increase of a desirable practice produce
declining returns, eventually zero returns and
then negative returns as more increases are
added.

19. 3. Unethical Manipulation of People
– people who are lack respect for the basic
dignity of the human being could learn
organizational behaviour ideas and use them
for selfish ends. They could use what they
know about motivation or communication in
the manipulation of people without regard
for human welfare. People who lack ethical
values use people in unethical ways.

21. B. Strategic Human Resource
Management
Human resources planning are a process that
identifies current and future human resources
needs for an organization to achieve its goals.
Human resources planning should serve as a
link between human resources management
and the overall strategic plan of an organization.
Aging worker populations in most western
countries and growing demands for qualified
workers in developing economies have
underscored the importance of effective
Human Resources Planning.

23. MODELS OF ORGANIZATIONAL
BEHAVIOR

24. - Autocratic ModelCTCIAATOUR ELDMO
- Custodial ModelLOUSCSDTI DELMO
- Supportive ModelIREOUPTVPS ODLEM
- Collegial ModelOIEALCGLL LEOMD
- System ModelYETSMS LODEM
JUMBLED LETTERS

26. COMMUNICATION
FUNDAMENTALS

27. Downward Communication
Higher designation to lower designation.
Ex. The boss ordered his worker.
Here are the effect of this type of
communication:
• Implementation of goals, strategies,
and objectives
• Job instructions and rationale
• Procedures and practices
• Performance feedback
• Indoctrination

28. Upward Communication
Lower designation to higher designation.
Ex. Worker request to his boss.
Here are the effect of this type of
communication:
• Problems and exceptions
• Suggestions for improvement
• Performance report
• Grievances and disputes
• Financial and accounting information

29. D. Social Systems and Organization
Diversity
• Different culture/multicultural
• Built by differences in people.
Ex. Religion, age, gender, race, language,
socioeconomic status, ethnicity,
family structure etc.

30. Social Diversity
It is the mixture of different types of people in a
community. It is used to describe the uniqueness and
individuality of the society. Social diversity is the diverse
factors surrounding our society such as race, culture,
religion, age and disabilities.
Social diversity hinges on three universal human realities:
a. each individual is unique
b. individuals and societies are inter-related and
inter-dependent
c. societies and cultures are dynamic, changes
maybe rapid or gradual, but will always affect
different members of society in ways that reflect
differences in power and status.

31. Culture
The customary beliefs, social forms, and
material traits of a racial, religious or social group.
Ex. Religion, behaviour, language, values,
customs, clothing, different foods etc.
Cultural Values
A culture’s values are its ideas about
what is good, right, fair and just.

32. 3 types of Cultural Diversity
1. Concrete – most visible and tangible,
different
festivals and celebrations, clothing, food
etc.
2. Behavioral – how we define our social roles
(family, language, socioeconomics etc.)
3. Symbolic – includes our values and beliefs
(religion, customs, upbringing)

33. Understanding a Social System
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. Within a single organization, the social
system includes all the people in it and their
relationships to one another and to the outside
world.

34. a. Social Equilibrium
A system is said to be in social equilibrium when
there is a dynamic working balance among its
interdependent parts. 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: There is a
continuous motion and even substantial
disruption from storms, but over time the sea’s
basic character changes very little.

35. b. Functional and Dysfunctional Effects
A change such as the introduction of
cross-functional design teams has a functional
effect when it is favorable for the system. When
an action or a change creates unfavorable
effects, such as a decline in productivity, for the
system it has a dysfunctional effect. A major
management task is to appraise both actual
and proposed changes in the social system to
determine their possible functional or
dysfunctional effects so that appropriate
responses can be anticipated and made.

36. c. Psychological and Economic Contracts
When employees join an organization, they
make unwritten psychological contract with it,
although often they are not conscious of doing
so. The psychological contact 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 loyality ,
creativity and extra effort but in return they
expect more than economic rewards from the
system.

37. Social Culture
Social cultures are often portrayed as consistent
within a nation, thereby producing a so-called
national culture. At the simplest level, national
cultures can be compared on the bases of how
their members relate to each other, accomplish
work, and respond to change. Knowledge of
social cultures is especially because managers
need to understand and appreciate the
backgrounds and beliefs of all members of their
work unit.

38. a.Cultural Diversity
Employees in almost any organization are
divided into subgroups of various kinds.
Formation of groups is determined by two
broad sets of conditions. First, job-related
(organizationally created)differences and
similarities, such as type of work, rank in
organization and physical proximity to one
another , sometimes causes people to align
themselves into groups.

39. b. Social Culture Values
The result of this cultural emphasis is a work ethic
for many people meaning that they view work
as very important and as a desirable goal in life.
They tend to like work and derive satisfaction
from it. They usually have a stronger commitment
to the organization and to its goals than do other
employees. These characteristics of the work
ethnic make it highly appealing to employers.

40. Role
A role is the pattern actions expected of a
person in activities involving others. Role reflects
a person’s position in the social system with its
accompanying rights and obligations, power
and responsibility. In order to be able to interact
with one another people need some way of
anticipating others’ behavior. Role performs this
function in the social system.

41. Status
a.Status Relationships
In a work organization, status provides a system
by which people can relate to one another as
they work. Without it, they would tend to be
confused and spend much of their time trying
to learn how to work together. Though status
can be abused, normally it is beneficial because
it helps people cooperate with one another.

42. b. Status Symbols
These are the visible, external things that attach
to a person or workplace and serve as evidence
of social rank. They exist in the office, shop,
warehouse, and refinery or wherever work
groups congregate.

43. c. Sources of Status
The sources of status are numerous, but in a
typical work situation several sources are easily
identified. A person’s abilities, job skills and type
of work also are major sources of status.
Major sources of status on the job:
a. education f. pay
b. job level g. seniority
c. abilities h. age
d. job skill i. method of pay
e. occupation j. working conditions

44. d. Significance of Status
It influences the kinds of transfers that
employees will take because they don’t want
a low-status location or job assignment. It helps
determine who will be an informal leader of a
group, and it definitely serves to motivate those
seeking to advance in the organization. Some
people are status seekers wanting a job of high
status regardless of other working conditions.

46. E. Organizational Culture
Organizational Culture is the set of assumptions,
beliefs, values and norms that are shared by an
organization’s members. This culture may be have
been consciously created by its key members or
it may have simply evolved across time. It
represents a key element of the work environment
in which employees perform their jobs.

47. a. Characteristics of Culture
Organizations like fingerprints and snowflakes
are unique. Each has its own history patterns
of communication systems and procedures
mission statements and visions stories and
myths which in their totality constitute its
distinctive culture. Cultures are relatively
stable in nature, usually changing only slowly
over time.

48. b. Measuring Organizational Culture
Systematic measurement and comparison of
cultures is difficult at best. Most early attempts
by researchers relied on examination of stories,
symbols, rituals and ceremonies to obtain clues
and construct a composite portrait.

49. c. Communication and Changing Culture
If organizations are consciously create and
manage their cultures, they must be able to
communicate them to employees, especially
the newly hired ones. People are generally
more willing to adapt when they want to please
others, gain approval and learn about their
new work environment.

52. Prepared by: (MAED –
Educational Management)
Yonese Giselle Gonzales
Agnes Selosa
Baby Glen Anastacio
Maria Vina Jane Diño
Joseph Banela
Eusie Maligo
Gina Cabrera