Lesson 1-4 HBO

• Human Behavior


  Physical actions of a person that can be seen or heard such as smiling or whistling
• Organizational Behavior (OB)


  The study of human behavior in organization, of the interaction between individuals and the organization, and of the organization itself
• Elements of Organizational Behavior

  • People
  • Structure
  • Technology
  • Environment
• Internal social system of the organization


  Composed of the people consisting of individual person and groups
• Individual person


  A member of a formal group, but soon, he or she may become a member of an informal group
• Structure


  Formal relationship of people in the organization - describes how job tasks are formally divided, grouped and coordinated
• Technology


  Combination of resources, knowledge and technologies with which people work and affect the task that they perform - building, machine, work processes, and assembled resources
• Environment


  Institutions or forces outside the organization that potentially affect the organization's performance - suppliers, customers, competitors, government regulatory agencies, public pressure groups, and the like
• Benefits of Studying Organizational Behavior

  • Development of People Skills
  • Personal Growth
  • Enhancement of organizational and individual effectiveness
  • Sharpening and refinement of common sense
• Development of People Skills


  • The skill in doing his work
  • The skill in relating with people
• Personal Growth


  • Makes a person highly competitive in the workplace
  • The chance to achieve personal growth is enhanced by knowledge of OB
  • Interpersonal thinking may be described briefly as one possessed by a person with highly accurate understanding of himself or herself
• Enhancement of organizational and individual effectiveness

  A major attribute of successful organizations, as well as individuals. When the right decisions are made, effectiveness follows, in decision making, knowledge of OB can be very useful
• Sharpening and refinement of common sense


  People differ in the degree of common sense they possess. Improvements in this type of ability, however, can still be made and great benefits can be derived if this is done
• Frederick W. Taylor


  • Well-known disciple of the scientific management movement
  • The primary purpose of scientific management was the application of scientific methods to increase the individual workers productivity
  • Uses scientific analysis and experience to increase workers output
  • Regarded individuals as equivalents of machine parts and assigned them specific repetitive tasks
• Elton Mayo and his research team

  • Conducted the Hawthorne studies in 1920 to determine what effect hours of work, periods of rest and lighting might have on worker fatigue and productivity
  • Discovered that the social environment has an equivalent if not greater effect on productivity than the physical environment
  • Concluded that social interaction is a factor for increased productivity
• Personality Theories


  • Freud's Model
  • The behaviorist approach by Watson and Skinner
  • The humanist approach by Carl Rogers, Fritz Perls, and Abraham Maslow
• Sigmund Freud


  • Psychologist that brought the idea that people are motivated by far more than conscious logical reasoning
  • Believed that irrational motives make up the hidden subconscious mind, which determines the major part of people's behavior
• Behaviorism


  • Eminent psychologist J.B.Watson formulated the theory about learned behavior
  • This theory indicates that a person can be trained to behave according to the wish of the trainer
• Behavior Modification


  • Own theory of B.F. Skinner; extended Watson's theory
  • That when people received 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
• Humanist Movement


  • Another important aspect in the development of OB
  • Composed of a group of psychologists and three prominent contributors - Carl Rogers, Fritz Perls, and Abraham Maslow
• Carl Rogers


  • Focused on the person as an individual instead of adhering to a rigid methodology
  • 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 developed their own individual values and adapt to a changing environment
• Fritz Perls


  • Gestalt psychology wherein the person is seen as being plagued by numerous splits, or conflicting desires and needs, which dissipate energy and interfere with that person's ability to achieve his potential
  • The object of Gestalt psychology is to integrate conflicting needs into an organized whole, in which all pats of a person work together towards growth and development
• Abraham Maslow


  • Forwarded his model which espouses the idea of developing the personality toward the ultimate achievement of human potential
  • The process is referred to us self-actualization. To achieve this objective, the person must work his way up the succeeding steps of a hierarchy of needs
• Ethics


  Set of moral choices a person makes based on what he or she ought to do
• Organizational Ethics


  Moral principles that define right or wrong behavior in organizations
• Ethical Behavior


  Behavior that is accepted as morally "good" and "right" as opposed to "bad" and "wrong"
• What constitutes right and wrong behavior in organization

  • The public
  • Interest groups
  • Organizations
  • The individual's personal morals and values
• Ethical Issues that confront organizations

  • Conflict of interest
  • Fairness and honesty
  • Communication
  • Relationships within the organization
• Conflict of interest


  When a person is in the position of having to decide whether to advance the interests of the organization or to operate in his or her own personal interests
• In organizations which practices ethical behavior, people do not accept bribes to influence the outcome of a decision
• People in organizations are expected to be fair and honest. Ethical behavior demands that, beyond obeying the law, they should not knowingly harm customers, clients, and competitors through deception, coercion, or misrepresentation
• People can become victims of organizations that provide false and misleading information about their products and services
• Within the organization, people may still be performing unethical acts
• Individual Differences


  Variation in how people respond to the same situation based on personal characteristics
• Reward system


  An important tool that management can use to channel employee motivation in desired ways
• Consequences of Individual Differences

  • People differ in productivity
  • People differ in the quality of their work
  • People react differently to empowerment
  • People react differently to any style of leadership
  • People differ in terms of need for contact with other people
  • People differ in terms of commitment to the organization
  • People differ in the term of level of self-esteem
• Productivity


  Rate of output per worker
• Empowerment


  Giving someone the power to do something
• Reward system


  Seeks to attract people to join the organization, keep them coming to work, and motivate them to perform to high levels
• What Makes People Different From Each Other

  • Demographics
  • Aptitude and ability
  • Personality