Prelec 1

• Human Behavior


  The physical actions of a person that can be seen or heard such as smiling or whistling, as well as their thoughts, feelings, emotions, and sentiments
• Organizational Behavior (OB)


  The study of human behavior in organizations, of the interaction between individuals and the organization, and of the organization itself
• The 3 Goals of OB

  • To explain behavior
  • To predict behavior
  • To control behavior
• The 4 Elements of OB

  • People (individuals and groups)
  • Structure (formal relationships and coordination)
  • Technology (resources, knowledge, and techniques)
  • Environment (external factors affecting the organization)
• Benefits of Studying OB

  • Development of people skills
  • Personal growth
  • Enhancement of organizational and individual effectiveness
  • Sharpening and refinement of common sense
• People Skills

  The skill in doing one's work and the skill in relating with people
• Personal Growth


  Makes a person highly competitive in the workplace, enhanced by knowledge of OB
• Intrapersonal Intelligence


  A very useful type of intelligence for achieving personal goals
• Effectiveness


  A major attribute of successful organizations and individuals, enhanced by knowledge of OB in decision making
• Common Sense


  The ability to think and behave in a reasonable way and to make good decisions
• OB is not an instant invention of man, but a product of several stages of inquiry into how people behave and how they can be managed to be more productive</b>
• Persons who Contributed to the Development of OB

  • Frederick W. Taylor (scientific management)
  • Elton Mayo and his research team (Hawthorne studies)
  • Sigmund Freud (motivation beyond conscious reasoning)
  • Abraham W. Maslow (hierarchy of needs and self-actualization)
• Ethics


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


  The 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 determines right and wrong behavior in organizations

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

  • Conflict of interest (personal interest)
  • Fairness and honesty (deception)
  • Communication (misleading information)
  • Relationships within the organization (unethical acts)
• Plato: 'Human behavior flows from three main sources: desire, emotion and knowledge'
• Frederick W. Taylor


  - well-known disciple of the scientific management movement
• Elton Mayo and his research team


  - conducted the Hawthorne studies in 1920 to 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.
• Sigmund Freud


  - Psychologist who brought the idea that people are motivated by far more than conscious logical reasoning.
• • Abraham W. Maslow


  - the idea of developing the personality toward the ultimate achievement of human potential which is referred to as self-actualization. The person must work his way up the succeeding steps of a hierarchy of needs
• The Department of Education, Culture, and Sports launched the Value Education framework to provide and promote values education at all levels of the educational system


  1986
• Personal values

  • Power
  • Friendship
  • Wealth
  • Patriotism
  • Work
  • Spirituality
  • Knowledge and Skills
  • Beauty
  • Family
  • Health
• Characteristics of values

  • Chosen freely
  • Chosen from among alternatives
  • Chosen after thoughtful consideration of consequences of such choice
  • Prized and cherished
  • Publicly affirmed
  • Acted upon
  • Acted upon repeatedly
• Values


  Enduring criteria or standards people use to evaluate what is wrong or right, evil or good, inappropriate or appropriate
• Values


  Traits or qualities that are considered worthwhile, representing person's highest priorities and deeply held driving forces
• Values


  Basic tenets that guide person's beliefs, attitudes, and habits
• Attitudes


  Emotional inclinations showing satisfactions and dissatisfactions that are the core of likes and dislikes for certain people, groups, situations, and ideas
• Attitudes


  Manner or approach showing one's feelings, thoughts, disposition, or opinion
• Beliefs


  Mental and emotional pre-dispositions that exert some general and consistent influence on a fully large class of evaluative responses
• Beliefs


  Conviction of truth of some statement or reality of some being or phenomenon especially when based on judgment resulting from examination of evidence
• Habits


  Behavior patterns acquired by frequent repetition of psychologic exposure marked by regularity
• Habits


  Usual way of doing
• Values are caught, not taught
• How Personal Value Systems are Formed / Developed

  1. Parents and family

  2. Religious affiliation

  3. Friends and peers

  4. Immediate environment

  5. Education

  6. Work setting, bosses and co-workers

  7. Exposure to media

  8. Further reading and training
• Value system


  Establishes for a person standards that serve as basis for making important decisions
• Value gap


  The bigger the gap, the more difficulty there is likely to be with respect to that particular value
• Value gaps can cause

  • Confusion
  • Guilt
  • Unhappiness
  • Disappointments
  • Frustrations
  • Being out of touch with oneself