HUMAN BEHAVIOR IN THE FOUR FORCES AFFECTING

ORGANIZATION ORGANIZATIONAL BEHAVIOR

◘ People - What the organization's internal

INTRODUCTION social structure is made up of.
◘ Structure - The formal relationships and
☆ Human is the most difficult to control. usage of human resources are primarily
☆ It is important that you know how to defined by the organizational structure.
socialize through ethical practices. ◘ Technology - Technology efficiency has a
☆ An effective management was controlled significant impact on business interactions.
with an organizational system on which ◘ Environment - Every organization
prescribed lines of communication are functions in an internal and external
described. environment.
☆ Behavior related to the word "motivation"
since it means to influence a desired BASIC CONCEPTS OF ORGANIZATIONAL
behavior of a worker. SYSTEM AND HUMAN BEHAVIOR
☆ A manager, especially the Human
Resource Manager must know how to 1. Individual Difference
control the behavior of its subordinates.
☆ He must know how his subordinates A person is a distinct individual. He/she is
behave in some manners unique and different from others. A person
is unique and has enduring traits,
characteristics, abilities, and preferences.

e. g. A company tailors work arrangements

based on the employee’s needs and
strengths.

ORGANIZATIONAL SYSTEM 2. Perception

‣ This is a group of elements that shows how our
own behavior is presented upon reaching Perception is the act of faculty of
organizational objectives. apprehending by means of the senses or the
mind. It is a single unified awareness derived
ORGANIZATIONAL BEHAVIOR
from sensory processes while a stimulus is
‣ This includes the study of how people act present.
inside organizations, whether in groups or
individually. With this, the managers will be able e. g. A company actively seeks feedback from
to have a list of analysis on how people will employees.
behave in each setting.
3. A whole person

When a person joins an organization, he is

hired not only because of his brains. but, as
a whole person possessed certain
characteristics. A person is a complex being E.g. A company offers wellness programs,
with multifaceted characteristics instead of mental health support, and flexible
having an isolated trait. scheduling to employees.

e. g. A company looks for an employee with

technical skills, but values and personality
traits are also qualifications in hiring. ORGANIZATIONS & SOCIAL SYSTEMS

4. Motivated Behavior ➼ Social System

Motivated behavior may be because of a It forms a variety of social relationships with

normal behavior that has certain causes; and people, and this can happen in many ways.
these may relate to an individual’s needs. They operate in social systems, and actions
The person’s action and efforts is driven by were held by social and psychological laws.
the motive or underlying reasons.
E. g. A healthcare system is comprised of
e. g. A company provides incentives and healthcare providers, insurance companies,
rewards for employees to feel motivated in government agencies, and patients.
work.
➼ Mutual Interest
5. Desire for Involvement
Through mutual interests of people's
Normally, every person wishes to feel good different likings and perspectives, they are
himself. This personal human desire is connected into one community, thus, an
reflected in his drive for self-efficacy. It organization is created.
pertains to the inherent human desire to
participate, engage, and be actively E. g. The components of the healthcare
connected. system has a shared goal of maintaining and
improving public health.
e. g. A company holds team meetings,
brainstorming sessions, and feedback ➼ Ethics
forums.
It sets standards for moral guidelines,
6. Value of Persons involves expressing, justifying, and
advocating principles of the right and wrong
People are the most difficult to control in any conduct.
type of organization; and therefore, they
deserve to be treated with extra care from E. g. Healthcare professionals has values
other of production (land, capital and such as patient autonomy, non-maleficence,
technology) because they have feelings and justice, and honesty.
emotions.
 FOUR BASIC APPROACHES INTERWOVEN IN E. g. if incidents of bullying are reported,
THE DYNAMICS OF PEOPLE AND the school examines not only the behavior
ORGANIZATION of individual students but also the school
culture, policies, and support systems in
Human Resources Approach place.

» Developmental
» Employees are considered as the most
potent variable as a resource in any
organization and society
» Managers should provide active support
to the employees by treating them as part
of the group.

E. g. A school provides professional

development and training programs for
educators.

Contingency Approach

» Situational
» Methods or behaviors which work
effectively in One situation fail in another.
» Analysis of situation.

E. g. Educators find a proper teaching

method to use depending on which is more
effective for the learners.

Results-oriented Approach

» Focuses on outcome rather than process

» Always keep the focus on achieving
results as per the goals set.
E. g. Schools establish specific, measurable,
and achievable learning objectives for
students.

System Approach

» The manager takes a holistic perspective

of the whole subject
» It has become an essential component of
current organizational theory.
 INDIVIDUAL PROCESSES OR
BEHAVIOR IN ORGANIZATION
TRAITS OF PERSONALITY
MARS MODEL
✾ Extrovert
✾ Neurotic
✾ Open
✾ Agreeable
✾ Conscientious
MAJOR PERSONALITY ATTRIBUTES

✾ Center of control
✾ Machiavellianism
⚝ VALUES ⚝ ✾ Self-esteem
PRINCIPLES ✾ Self-monitoring
✾ Risk taking
☌ Integrity
☌ Respect ⚝ PERCEPTION ⚝
☌ Accountability
⇾ Perception is an intellectual process of
☌ Innovative transforming sensory stimuli to meaningful
☌ Seek excellence information.
☌ Reward collaboration
⇾ Process of interpreting something that we see
BELIEFS AND ATTITUTES or hear in our mind and use it later to judge and
give a verdict on a situation, person, group, etc.
☌ Customer-centric attitude
☌ Innovation mindset ⇾ Involves signals in the nervous system, which
☌ Environmental responsibility in turn result from physical or chemical
stimulation of the sense organs.
STANDARDS OF BEHAVIOR
Types of Perception
☌ Ethical conduct
☌ Confidentiality ✾ Visual
☌ Honesty and truthfulness ✾ Scent
☌ Professionalism ✾ Touch
✾ Sound
INDIVIDUAL CHARACTERISTICS ✾ Taste

⚝ PERSONALITY ⚝ Factors Affecting Perception:

⇾ How a person influence others and how he Different factors affect individual perception in
perceives and understand himself. an organization. Factors can reside in the
perceiver, the object, or target being perceived,
⇾ Personality can affect the behavior of a person or the context of the situation.
in work matters.
Perceptions in Organization

✾ Leadership
✾ Organizational culture
✾ Communication 5. Sadness – Characterized by unhappiness or
✾ Conflict resolution disappointment.
✾ Performance appraisal 6. Surprise – Arises from sudden and
unexpected events.
✾ Customer perception
Concept Of Learning ✦ WORKPLACE BEHAVIOR

Learning is defined as “a relatively permanent - Combination of attitude, appearance, and

change in behavior that occurs as a result of manners.
prior experience.” - To understand the influence of emotions on
behavior, we first need to understand the
Learning Theories concept called attitudes.
- Behaviorism
- Cognitivism
- Constructivism EMOTIONS ATTITUDES

Learning in Organizations ⬚ Cluster of beliefs,

assessed feelings, and
◌ Organizational learning ⬚ Experienced briefly behavioral intentions
◌ Training and development towards a person,
◌ Knowledge management ⬚ Directed towards object, or event called
◌ Innovation something an attitude object.
◌ Change management
◌ Feedback and improvement ⬚ They are ⬚ Judgements
◌ Risk management experiences
◌ Continuous improvement ⬚ Logical reasoning
⬚ They put people in a whereas we sense
⚝ EMOTIONS AND ATTITUDES ⚝ state of readiness. emotions

✦ EMOTIONS ⬚ Stable over time

- Psychological and physiological episodes or
events toward an object, person, or event
Includes three components:
- Psychological from the processes of perceiving
a particular situation, and physiological in the ↬ BELIEFS which is the established perception.
dimensions of emotions consisting higher blood
↬ FEELINGS which are the positive or negative
pressure and increased adrenaline, as well as
evaluations of the attitude object.
facial expressions.
↬ BEHAVIORAL INTENTIONS which are the
- In contrast with moods, which are less intense
motivation to engage in a particular behavior
emotional episodes states that are not directed
with respect to the attitude object.
towards anything in particular.
TYPES OF EMOTION
EMOTIONAL LABOR
1. Anger – Strong feeling of upset or annoyed
➾ Refers to the regulation of feelings and
2. Fear – Unpleasant feeling by anticipation or
expressions for organizational purposes
awareness.
3. Joy – Feeling of gladness/delight ➾ Managing feelings and expressions to fulfill
4. Love – Set of emotions involving care, emotional requirements of a job
passion, and connection.
1. Surface Acting – Physical signs
2. Deep Acting – Trying to experience the
emotion/empathy
3. Genuine Acting – Displaying emotions that
are aligned with their own
Emotional Dissonance

➻ Mismatch among emotions, attitudes,

beliefs, and behavior
Emotional Intelligence

➻ Looks at how people can understand each

other more completely by developing an
increased awareness of their own and others
emotions

➻ Help understand and manage emotions

effectively

1. Self-Awareness: Displaying appropriate

emotions
2. Self-Management: Direct emotions in a
positive way
3. Social Awareness: Be able to understand how
others feel.
4. Relationship Management: Be able to help
others manage their own emotions and truly
establish supportive relationships with others.

⚝ MOTIVATION ⚝
Motivation is the desire or drive a person has. It
is a psychological force that governs behavior
and motivates individuals to take action, make
goals, and accomplish them. An individual's
motivation is what propels them to take certain
actions. In order to deliver results to the best of
their abilities, employees must be motivated. In
order to grasp the variables that motivate
employees to perform at a better level and
improve the performance of their entire
departments, managers ought to consider
making it a point to understand motivation.
 GROUP PROCESSES OR FOUNDATION OF TEAM DYNAMICS
BEHAVIOR IN What are TEAMS?
ORGANIZATION
✪ They are also interdependent to each other
DECISION MAKING which makes them mutually accountable for
achieving a common goal.
⤿ Is the process of making a choice between two
or more options. It involves evaluating the pros
and cons of various choices and choosing the ☇ How does team differ to a group?
best option to achieve a desired outcome. - All teams are actually considered a
group but not all groups are considered as a
❐ When deciding, we need to consider different team.
factors, such as the cost, budget, and benefits. It
TYPES OF TEAMS
is collaborative.
🔹 Departmental Team
❐ It is beneficial in setting goals and finding the
best solution to meet the goals of the company 🔹 Skunkwork
and evaluate if those actions are working as 🔹 Production Team
intended. 🔹 Task Force
🔹 Self-Directed Team
❐ It is quite similar to scientific case analysis 🔹 Virtual Teams
wherein we set objectives and analyze the
🔹 Advisory Teams
condition that we need to consider.
🔹 Communities of Practice
CREATIVITY
☇ Why are teams important ?
⤿ According to Shalley & Gilson (2004),
Organizational creativity refers to the “process of - In comparison with individual tasks,
generating and implementing new ideas, teams tend to work a lot more efficient, make
products, services, or processes within an better decisions, make better products, and
organization. provide services due to more talent and
expertise, and increases employee engagement.
❐ It can be used in different sectors of the
TEAM COMPOSITION
company, such as products and services that you
provide to your fellow customer. ⧈ MOTIVATION – Effectively and cooperatively
perform a task
❐ It is important for organizations in order to
create a dynamic working environment. ⧈ COMPETENCIES – To have a mastery in a
specific field to accomplish their task effectively
❐ Professionals should explore how
organizations can optimize these factors to ⧈ HOMOGENEOUS / HETEROGENEOUS – The
enhance creativity and innovation. decision in either ending up with a different or
common opinion
The three perspectives of organizational
creativity:
1. Individual Perspective
2. Social Perspective
3. Organizational Perspective
HOMOGENEOUS TEAM VS. HETEROGENEOUS HIGH PERFORMING TEAM
TEAM
⤿ Is a group of individuals who strive for
HOMOGENEOUS HETEROGENEOUS excellence through open communication, trust,
∘ Less Conflict ∘ More conflict unified goal, shared leadership, clear role
∘ Faster team ∘ Longer team distinctions, and constructive conflict.
development development CHARACTERISTICS OF A HIGH PERFORMING
∘ Performs better on ∘ performs better on TEAM
team tasks complex problems
∘ Better team ∘ More creative ❐ Goal-Oriented and Ambitious
coordination ∘ Better representation ❐ Committed to the overall team mission
∘ High satisfaction of outside the team ❐ Highly skilled
team members ❐ Collaborative
❐ Innovative
❐ Open to constructive criticism.
STAGES OF TEAM DEVELOPMENT
DEVELOPING A HIGH PERFORMING TEAM
FORMING
⋆ Communication – Prioritize in Effective
STORMING
Communication
NORMING
PERFORMING ⋆ Smart Objectives – Specific, Measurable,
ADJOURNING Achievable, Relevant, and Time-Bound Goals
TEAM COHESIVENESS ⋆ Tackle Conflict – Address conflict with sense of
urgency
➯ The degree of attraction and mutual
understanding in decision makings keeps the ⋆ Team Dynamics – Working collaboratively
motivation among the members improve performance efficiency
INFLUENCES ON TEAM COHESIVENESS ⋆ Emotional Intelligence – Controlling and
Understanding one’s emotion
External Challenges
Member Similarity ⋆ Trust – Trust is at the heart of any successful
Team Size team
Member Interaction
⋆ Feedback – Recognizing work and
Somewhat Difficult Entry
achievement of the team
Team Success
OUTCOMES OF TEAM COHESSIVENESS
Likeness of members to remain with each other
Willing to share more information
Strong interpersonal bonds
Resolve conflicts easily and effectively
Better interpersonal relationships
 COMMUNICATING IN A TEAM AND
ORGANIZATION
Communicating in Team

➽ Exchanging or sharing of information between

two or more people in a business or company.

➽ It improves employees’ engagement,

productivity, morale, and satisfaction.

➽ Key to improve teamwork and cooperation in CONFLICT NEGOTIATION

a group.
⤿ It is type of communication where the focus is
Communicating in Organization on finding an agreement that addresses the
concerns of parties who want different
➽ Exchanging or sharing of information between outcomes.
two or more people in a business or company.
❐ COMPENSATION – Conflict between differing
➽ For an organization to be successful, It needs ideas of fair play
to have through organizational communication
techniques that ensure staff members are aware ❐ DISPUTES BETWEEN EMPLOYEES – Conflict
of key company information and actively with work responsibility
participate in daily team discussions.
❐ DISAGREEMENTS DURING COLLABORATION –
POWER Conflict on the team’s next course of action
⤿ Power is the capacity to make others act or CONFLICT NEGOTIATION MODELS
believe in a certain way. Power can be viewed as
both a positive and negative trait, depending on ♡ Integrative negotiation or win-win
the way it is used. approach - Both parties look for solutions
that benefit each side
SOURCES OF POWER
♡ Lose-lose approach - Neither receives the
❐ Legitimate Power
outcome they wanted
❐ Expert Power
❐ Referent Power ♡ Distributive or win-lose approach - Only
❐ Coercive Power one party can gain benefits
❐ Reward Power
♡ Compromise approach - Both parties
INFLUENCE attempt to avoid a lose-lose outcome
Influence is a form of power in any situation, and
especially in the workplace. Influence is the
ability to change how someone else thinks or
behaves based on persuasion.
 LEADER IN ORGANIZATIONAL SETTING IMPLICIT LEADERSHIP

Leadership ❀ Explains that followers’ perceptions also play

a role in a leader's effectiveness.
➢ It is about influencing, motivating, and
enabling others to contribute toward the
effectiveness and success of the organizations of
which they are members.
SHARED LEADERSHIP

❀ Leadership is a role not a position, doesn’t

belong to just one person, instead individuals
lead each other as different occasions arise.
TRANSFORMATIONAL LEADERSHIP

❀ Viewing leaders as change agents (create,

communicate, and model a shared vision for the
team or organization)
MANAGERIAL LEADERSHIP

❀ Daily activities that support and guide the

performance and well-being of individual
employees and the work unit toward current
objectives and practices
SERVANT LEADERSHIP

❀ An extension or variation of the people-

oriented leadership because it defines leadership
as serving others, servant leaders assist others in
their need fulfillment, personal development,
and growth
PATH-GOAL LEADERSHIP

❀ The dominant model that applies this

contingency approach to managerial leadership.
It recognizes that leadership is an important
influence in the expectancy theory of motivation
and its underlying formula of rational decision
making.
SITUATIONAL LEADERSHIP

❀ suggests that effective leaders vary their style

with the ability and motivation (or
commitment) of followers. telling, selling,
participating, and delegating.