SACRED HEART COLLEGE LUCENA
HUMAN
BEHAVIOR IN
ORGANIZATIO
N
EDUC 207
Responsible Team 1
Anareta, ma. Nezel Gayle D.
Pedragosa, Rewelyn D.
De Ramos, Gemmalen R.
MAED – Educational
Management
GEMMALEN R. DE RAMOS | 2022
GEMMALEN R. DE RAMOS| 2022
Tell whether the statement is TRUE
or FALSE by typing your answer in
our comment box.
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior is the study of human behavior in
organizational settings, the interface between human behavior
and the organization, and the organization itself.
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior is a Discipline.
GEMMALEN R. DE RAMOS| 2022
A principal will not ignore a request
for help and will get to it in time.
GEMMALEN R. DE RAMOS| 2022
Principal-teacher relationships improves
school climate and produces an atmosphere
more conducive to learning.
GEMMALEN R. DE RAMOS| 2022
Teachers must remind their
principal in his or her duty in
financial or leadership matters.
GEMMALEN R. DE RAMOS| 2022
Principals should take time to learn
who the current teacher leaders of
the school are.
GEMMALEN R. DE RAMOS| 2022
Teachers' relationships with their
administrators serve as one of the most
influential reasons on whether to stay at
or leave a school.
GEMMALEN R. DE RAMOS| 2022
As you observe the true or false
statements, what is the common thing that it
pondered?
GEMMALEN R. DE RAMOS| 2022
HUMAN BEHAVIOR IN
ORGANIZATION/
ORGANIZATIONAL BEHAVIOR
GEMMALEN R. DE RAMOS, MAED – Educational Management
Defines Human Behavior in Organization /
Organizational Behavior.
Appreciates the importance of Organizational
Behavior.
Understands the historical development of
Organizational Behavior.
Identifies the five principles to shape corporate
purpose during crisis.
GEMMALEN R. DE RAMOS| 2022
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior
It is the study of human
behavior in organizational
settings, the interface
between human behavior
and the organization, and
the organization itself.
GEMMALEN R. DE RAMOS| 2022
“Organizational behavior is directly
concerned with the understanding,
prediction, and control of human
behavior in organizations.”
-FRED LUTHANS
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior
It is the study of both group and individual
performance and activity within an organization.
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior
This area of study examines human behavior in a
work environment and determines its impact on
job structure, performance, communication,
motivation, leadership, etc.
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior
It is the systematic study and application of
knowledge about how individuals and groups act
within organizations where they work. OB draws
from other disciplines to create a unique field.
GEMMALEN R. DE RAMOS| 2022
Organizational Behavior
A separate Field of Study and not a Discipline
only
An Interdisciplinary Approach
A Total System Approach
Applied Science
Normative Science
A Humanistic and Optimistic Approach
GEMMALEN R. DE RAMOS| 2022
OBJECTIVES OF
ORGANIZATIONAL
BEHAVIOR
GEMMALEN R. DE RAMOS| 2022
Objectives of Organizational Behavior:
1. Job Satisfaction
2. Finding the right people
3. Organizational Culture
4. Leadership and Conflict Resolution
5. Understanding Employees Better
6. Understand how to develop Good Leaders
7. Develop a Good Team
8. Higher Productivity
GEMMALEN R. DE RAMOS| 2022
WHY STUDY
ORGANIZATIONAL
BEHAVIOR?
GEMMALEN R. DE RAMOS| 2022
IMPORTANCE:
1. OB is the study of learning how to predict human behavior
and, then, apply it in some useful way to make the
organization more effective. It helps in the effective
utilization of people working in the organization guarantees
the success of the organization.
GEMMALEN R. DE RAMOS| 2022
IMPORTANCE:
2. OB helps the managers to understand the basis of motivation
and what he should do to motivate his subordinates.
GEMMALEN R. DE RAMOS| 2022
IMPORTANCE:
3. OB helps to maintain cordial industrial relations which help
to increase the overall productivity of the industry.
GEMMALEN R. DE RAMOS| 2022
IMPORTANCE:
4. It helps greatly in improving bur inter-personal relations in
the organizations.
GEMMALEN R. DE RAMOS| 2022
IMPORTANCE:
5. It helps managers apply appropriate motivational techniques
in accordance with the nature of individual employees who
exhibit a learning difference in many respects.
GEMMALEN R. DE RAMOS| 2022
To sum it up, its purpose is to build better
relationships by achieving human objectives,
organizational objectives, and social objectives.
GEMMALEN R. DE RAMOS| 2022
REWELYN D. PEDRAGOSA| 2022
Origin of Organizational Behavior can trace its roots back to Max
Weber and earlier organizational studies.
The Industrial Revolution is the period from approximately 1760
when new technologies resulted in the adoption of new manufacturing
techniques, including increased mechanization.
The industrial revolution led to significant social and cultural change,
including new forms of organization.
REWELYN D. PEDRAGOSA| 2022
Analyzing these new organizational forms, sociologist Max Weber
described bureaucracy as an ideal type of organization that rested on
rational-legal principles and maximized technical efficiency.
In the 1890’s; with the arrival of scientific management
and Taylorism, Organizational Behavior Studies was forming it as an
academic discipline.
REWELYN D. PEDRAGOSA| 2022
Failure of scientific management gave birth to the human relations
movement which is characterized by a heavy emphasis on employee
cooperation and morale.
Human Relations Movement from the 1930’s to 1950’s contributed to
shaping the Organizational Behavior studies.
REWELYN D. PEDRAGOSA| 2022
Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol,
Mary Parker Follett, Frederick Herzberg, Abraham Mas low, David Mc
Cellan and Victor Vroom contributed to the growth of Organisational
Behaviour as a discipline.
Works of scholars like Elton Mayo, Chester Barnard, Henri Fayol,
Mary Parker Follett, Frederick Herzberg, Abraham Maslow, David Mc
Cellan and Victor Vroom contributed to the growth of Organisational
Behaviour as a discipline.
. REWELYN D. PEDRAGOSA| 2022
Herbert Simon’s Administrative Behavior introduced a
number of important concepts to the study of
organizational behavior, most notably decision making.
Simon along with Chester Barnard; argued that people
make decisions differently in organizations than outside
of them. Simon was awarded the Nobel Prize in
Economics for his work on organizational decision
making.
REWELYN D. PEDRAGOSA| 2022
In the 1960s and 1970s, the field became more quantitative and
produced such ideas as the informal organization, and resource
dependence. Contingency theory, institutional theory, and
organizational ecology also enraged.
Starting in the 1980s, cultural explanations of organizations and
organizational change became areas of study.
Informed by anthropology, psychology, and sociology, qualitative
research became more acceptable in OB.
REWELYN D. PEDRAGOSA| 2022
5 PRINCIPLES TO SHAPE
CORPORATE PURPOSE DURING
CRISIS
ANARETA, MA. NEZEL GAYLE D. MAED – Educational Management
MA. NEZEL GAYLE D. ANARETA| 2022
The choice to act has the potential to shape leaders’ and
organizations’ identities well after a crisis has ended.
Those with a carefully honed sense of purpose
will find the necessary resources to guide critical
and decisive action.
For others, this moment may represent the first
steps toward deliberately defining their corporate
purpose.
MA. NEZEL GAYLE D. ANARETA | 2022
In either case, following the below principles can help an
organization and its leaders shape a critical course of action –
and build a lasting sense of identity and purpose – during a
crisis.
MA. NEZEL GAYLE D. ANARETA| 2022
UNDERSTAND HOW ACUTE YOUR STAKEHOLDERS’ NEEDS ARE NOW.
• Examine what is at stake for employees, communities, customers,
partners and owners. Listen carefully to stakeholders that are well
placed to inform you. Each stakeholder group has its own important
needs, so be prepared for tension, as trade-offs will arise.
• Anticipating its stakeholder needs, a Principal and School
Administrator moved quickly as COVID-19 physical-distancing
measures took hold. The school conducted a virtual stakeholders’
meeting and orient what would be the program of the school during
pandemic, the administration increased compensation for the
school’s frontline services and prepared mitigation plan.
MA. NEZEL GAYLE D. ANARETA| 2022
BRING YOUR GREATEST STRENGTHS TO BEAR.
• Take inventory of any organizational strengths that can be utilized to
make the biggest difference for stakeholders. Perhaps your unique
logistics network can help bring aid to those in need, or your school
facility can create urgently needed medical supplies.
• Small and large schools alike are redeploying capabilities to respond
to the COVID-19 crisis. Make sure that supplies lasts for a long period
of time for each school teacher and employees. Taking meaningful
action in a crisis can unleash unique synergies and creative solutions
that stakeholders will respect and remember.
MA. NEZEL GAYLE D. ANARETA| 2022
TEST YOUR DECISIONS AGAINST YOUR PURPOSE.
• At a time of great uncertainty, “gut check” your decisions against your
values as a leader and as an organization to ensure they align with
your identity. Clearly communicate your decisions, rationale and any
trade-offs considered.
• While the temptation may be to scale back programs to support acute
social needs, you run the risk of appearing that you are abandoning
deeply held stakeholder causes.
MA. NEZEL GAYLE D. ANARETA| 2022
INVOLVE YOUR EMPLOYEES IN THE SOLUTION.
• A crisis provides an opportunity to build a common sense of purpose
with employees, fostering collective unity and a sense of belonging. It
can help with identifying a new generation of leaders within your
team. There is also a benefit in drawing employees together to tackle
problems in new ways.
• Purposeful leaders share execution plans broadly with staff for input
and engagement around organizational challenges, including any
difficult trade-offs. When decisions derive from what an organization
stands for, it becomes easier to convey confidence in positive
outcomes, even when decisions are painful ones.
MA. NEZEL GAYLE D. ANARETA| 2022
LEAD FROM THE FRONT.
• Communicate early and frequently, even with incomplete
information. Stay nimble and adapt to changing conditions and new
information. Offer perspectives on today’s crisis details, with a
microscopic perspective to reassure stakeholders of competence and
a telescopic view of what recovery may look like in the future.
MA. NEZEL GAYLE D. ANARETA| 2022
• Executives are uniquely poised at this pivotal time to bring corporate
power, guided by social purpose, to the aid of millions of dislodged
and vulnerable lives. Done well, their actions in this crisis can bridge,
in unprecedented ways, the divide between shareholders and
stakeholders in the communities they serve—and leave a lasting,
positive legacy on their corporate identity.
MA. NEZEL GAYLE D. ANARETA| 2022
References:
iEduNote (2021). Organizational behavior: definition,
importance, nature, model. Retrieved from:
https://www.iedunote.com/ on January 21, 2022
https://www.mckinsey.com/business-functions/people-and-organi
zational-performance/our-insights/demonstrating-corporate-purpo
se-in-the-time-of-coronavirus
MA. NEZEL GAYLE D. ANARETA| 2022
GEMMALEN R. DE RAMOS| 2022
