Hbo Lecture Gsm

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HUMAN BEHAVIOR IN ORGANIZATION

ALBERT S. DELA CRUZ

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FUNDAMENTALS OF HUMAN BEHAVIOR

- A SUDDEN CHANGE IN ATTITUDE

- TECHNOLOGY FAILS BECAUSE OF PEOPLE FAILURE

- MANY OF OUR MOST CRITICAL PROBLEMS ARE NOT IN THE WORLD OF THINGS, BUT IN THE WORLD OF PEOPLE.

- I MAY BE CRAZY BUT I AM NOT AS STUPID AS YOU ARE.

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NATURE AND SCOPE OF HUMAN BEHAVIOR

Definition:

- Any act of an individual person which is considered human behavior.

- A reflection of his/her thoughts, feelings, emotions, sentiments whether conscious or not.

- It mirrors his/her needs, values motivation, aspirations, conflicts and state of life

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CreatorThoughts

Feelings

Emotions

Sentiments

Needs

Values

Motivation

Aspirations

Conflicts

State of life

-ALL HUMAN ACTIVITIES

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Behavior

-consists of all human activities

-Universal and is at the core of:

- Leadership

- Followership

- Decision making

- Communication

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UNIVERSAL IN

1. LEADERSHIP

2. FOLLOWERSHIP

3. COMMUNICATION

4. DECISION MAKING

5. PROCESSES IN THE ORGANIZATION

6. CULTURE

FUNCTIONS OF MGT

1. PLANNING

2. ORGANIZING

3. MOTIVATING

4. COMMUNICATING

5. LEADING

6. CONTROLLING

BEHAVIOR

NATURE AND SCOPE OF HUMAN BEHAVIOR

It is in the implementation and practice that differ from group to group, from one country to another.

Ex. Chinese & American

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Some Key Behavioral Science Assumptions, Concepts, and Principles

• human act & acts of man

• Human act

• an act with free will

• responsibility

• choice

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Some Key Behavioral Science Assumptions, Concepts, and Principles

• human act & acts of man

• acts of man

• there is a force

• risk

• no choice

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ASSUMPTIONS Every person is significantly different.

Every person is constantly active, goal oriented.

Every person is dynamic.

The characteristics of an organization influence the behavior

of the entire organization and the behavior of the individuals.

Behavior cannot be predicted.

There are no simple cookbook formulas for working with

people. No one best answer, no ideal organization, neither

an ideal person.

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CONCEPTS All behavior are learned.

Human beings adapt.

PRINCIPLES Law of effect.

Stimuli are those forces w/c impact the sensory organs

of our five sensory input channels.

Behavior is caused but its causality is uncertain.

Classical conditioning is a powerful technique.

There are no two individuals who are alike in all

dimensions.

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Reasons for Studying Human Behavior• The need to understand the behavior of others.

• to anticipate and predict how others may act makes events easier and smoother.

• anticipation is pro-active. (preventive)

• lack on sensibility and perceptiveness creates problems. (instead of reactions)

• understanding of the actions of people.

• is certainly indispensable in the formulation of laws, rules, etc…

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Reasons for Studying Human Behavior

• The need to understand the behavior of others.

• the need for conflict resolution and peace-making remain central in society’s well-being.

• gives importance to science and technology.

• business will not thrive w/o the study of people’s wants and desires.

• can increase productivity for it provides information and knowledge as bases for improving performance.

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• we don’t only study the personality of others but also our own personality.

• the need for and usefulness of understanding and appreciating the values that underlie or are reflected by our behavior brings out distinctions b/n right and wrong, good and bad, proper and improper, useful and useful behavior.

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• underlies the quality of one’s actions:

• Relationships

• Motivation

• Self-improvement

• Aspirations

• Social usefulness

• Responsibility

Models of Human Behavior in Organization

Three-Level ModelMilton proposes a model of studying human behavior

at three levels: individual, group and organization. It can also be called the “I-G-O Model.”

Third The Organization Level (Doctoral Program)

Second The Group Level (Masteral Program)

First The Individual Level (Undergraduate

Program)

DIMENSIONS OF STUDY AND THEIRCORRESPONDING LEVELS OF ANALYSIS

Interdisciplinary Model

• Human behavior in organization is inter-and-multi-disciplinary, Various theories are integrated to contribute to it’s better understanding. • At the individual level, psychology provides knowledge of perception, personality, motivation, learning, • Physiology and anatomy gives information and principles on the body and how it works. • The science of sociology offers insights into roles, norms, authority, power, influence, status. • Culture and its artifacts are the main contribution of anthropology in the study of behavior in the organization.

Interdisciplinary Model

HUMAN BEHAVIOR

INDIVIDUAL

Psychology and other

sciences like Physiology,

Anatomy

GROUP

Sociology and other Sciences

Like Social Work,

Education

ORGANIZATION

Anthropology and other

Sciences like Economics,

Business, Law, Medicine

VARIOUS SCIENCES THAT CONTRIBUTE TO THE UNDERSTANDING OF HUMAN BEHAVIOR

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People grow and move on to higher levels of resourcefulness, creativity, competency and self-realization through proper maintenance, recognition and development programs. Kieth and Davis call this “human resources (supportive) approach.

These basic and potent needs are recognized and fulfilled by the organization which considers them as “ the central resource in any organization and any society.

Developmental Model

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Developmental Model

FUNDS

VALUES

PHILISOPHY

TECHNOLOGY

FACILITIES STRUCTURE

PEOPLE

Significant Components of an Organization

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A social system is a complex and dynamic set of relationships among its actors interacting with one another. An organization is a social system consisting of various parts at its subsystems. The systems theory posits that these parts are interdependent and interrelated with each other.

Ex. The marketing department is in high interdependence with the production department and vice – versa. Their staffs are, therefore, expected to interface more frequently than those between the public relations and manufacturing departments.

Systems Model

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Operating Subsystem

Strategic Subsystem

Administrative Subsystem

ORGANIZATION

OPEN SOCIAL SYSTEMS MODEL

Community & Environment

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Contingency

Is contingent on variables prevailing particularly where problems are highly people-related. Ex. Academic vs Group of Workers.

Every problem must be studied and analyzed in light of complex factors that may be highly interrelated with each other.

The output of a certain organization may vary depending on the inputs. Ex. Student into school is an input, when s/he graduates becomes an output.

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SYSTEM AFFECTED BY FACTORS IN THE

PRODUCTION PROCESS

INPUTS PROCESS OUTPUT

Goals

Funds

People

Materials

Time

Information

Put in various quantity and quality.

Transformation Process

Technology Conflicts

Leadership Relationships

Communication Interaction

Power Influence

Authority

Goods

Services

Individual

Energy

Motivation

Information

Measured and evaluated in quantity and quality

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UNDERSTANDING ORGANIZATIONAL BEHAVIOR

• Organization

• is a formal structure of planned coordination, involving two or more people, in order to achieve a common goal.

• characterized by authority relationships and some degree of division of labor.

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• Organizational Behavior

• is the systematic study and careful application of knowledge about how people – as individual and as groups – act within organizations. (Newstrom)

• ex. A friend catches a cold

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• Five Levels of Analysis

1. Individuals

2. Interpersonal

3. Groups

4. Intergroups

5. Whole Systems

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• Goals of Organizational Behavior

• Four goals of OB

1. Describe

2. Understand

3. Predict

4. Control

human behavior at work

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UNDERSTANDING ORGANIZATIONAL BEHAVIOR• Key forces affecting Organizational Behavior

People

• Individual

• Groups

Technology

• Machinery

• Computer Hardware and Software

Environment

• Government

• Competition

• Societal Pressures

Structure

• Jobs

• Relationships

Organizational Behavior

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• Fundamental Concepts of Organizational Behavior

• Every field of social science has a philosophical foundation of basic concepts

• Ex. Debit Credit

• Ex. Elements of nature are uniform (gravity)

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• Fundamental Concepts of Organizational Behavior

The Nature of People

•Individual Differences

•Perception

•A whole person

•Motivated Behavior

•Desire for involvement

•Value of the Person

The Nature of Organizations

•Social Systems

•Mutual Interest

•Ethics

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INDIVIDUAL DIFFERENCES AND PERSONALITYINDIVIDUAL DIFFERENCES AND PERSONALITY

The great delight of being part of human race is that we are all different.The great delight of being part of human race is that we are all different. Trying to understand some of these differences can help us to work better Trying to understand some of these differences can help us to work better

with each other in the following, and other, ways.with each other in the following, and other, ways. We learn to communicate more effectively and so understand better what We learn to communicate more effectively and so understand better what

others are doing.others are doing. We have different We have different personalities.personalities.

Psychology can help us understand why people are different and why Psychology can help us understand why people are different and why they have different personalities.they have different personalities.

NATURE AND NURTURENATURE AND NURTURE inherited characteristics (nature)inherited characteristics (nature) upbringing (nurture)upbringing (nurture) if our ability to learn language, acquire new skills and adopt different if our ability to learn language, acquire new skills and adopt different

attitudes is all laid down by our inherited characteristics, the how we grow attitudes is all laid down by our inherited characteristics, the how we grow up and whom we work with will not affect it.up and whom we work with will not affect it.

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Different models of why people differDifferent models of why people differ PsychoanalysisPsychoanalysis

Theories of Sigmund FreudTheories of Sigmund Freud Personality consisted of three separate partsPersonality consisted of three separate parts

“ “ego” - individual drives that focus a person’s nature.ego” - individual drives that focus a person’s nature. ““superego”- learnedsuperego”- learned ““id”- personality consisting of the basic instincts that id”- personality consisting of the basic instincts that

make us going and become involved with our make us going and become involved with our surroundings.surroundings.

Freud argues that personality develops through a series of Freud argues that personality develops through a series of traumatic experiences.traumatic experiences.

early period of breastfeeding.early period of breastfeeding. the anger felt by children over the external control implicit in the anger felt by children over the external control implicit in

toilet training.toilet training. disapproval demonstrated by society of childhood sexuality.disapproval demonstrated by society of childhood sexuality. the difficulties for all of us in learning to control anger and the difficulties for all of us in learning to control anger and

aggression in socially acceptable ways.aggression in socially acceptable ways. Ex. Freudian Slip- saying something with a hidden Ex. Freudian Slip- saying something with a hidden

meaning instead of what we intended.meaning instead of what we intended. Ex. Introvert and extrovert by Carl JungEx. Introvert and extrovert by Carl Jung

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BehaviourismBehaviourism B.F. SkinnerB.F. Skinner

We learn through our experiences and that We learn through our experiences and that these experiences affect who and what we these experiences affect who and what we become.become.

Reinforcement Reinforcement ((rewardsrewards))As that which the person will work for.As that which the person will work for.Stimulus evokes a response, where the Stimulus evokes a response, where the

response leads to a reinforcing response leads to a reinforcing reaction reaction the individual is more likely to the individual is more likely to respondrespond in in that way in the future.that way in the future.

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Humanistic PsychologyHumanistic Psychology The central belief that each of us has within ourselves the capacity to develop in a healthy and The central belief that each of us has within ourselves the capacity to develop in a healthy and

creative way.creative way. The emphasis is on becoming an independent, mature, adult who can take responsibility for The emphasis is on becoming an independent, mature, adult who can take responsibility for

our own actions.our own actions. Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs C.R. Rogers has described stages for adults in becoming fully functional person.C.R. Rogers has described stages for adults in becoming fully functional person. the need to be open to experience and move away from defensiveness.the need to be open to experience and move away from defensiveness. is a tendency to live each moment fully, and now, rather than relating everything to the is a tendency to live each moment fully, and now, rather than relating everything to the

past.past. increasingly the person trusts themselves more, physically, emotionally, and mentally.increasingly the person trusts themselves more, physically, emotionally, and mentally. the ideal person takes responsibility for themselves and their actions.the ideal person takes responsibility for themselves and their actions.

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Origin of Contemporary Management Thought

1. The Economic Man

Frederick Taylor & Scientific Management

- The Father of Scientific Management

- US Steel Industry

- His writings was published in 1911

- Called attention to the low productivity of workers in the US steel industry

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1. The Economic Man

b. Lack of Standardization of work methods by management

c. The absence of systematic methods for defining output standards for different jobs.

- Reasons

a. Restriction of output by workers.

d. Ineffective incentive systems to reward workers for greater productivity.

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1. The Economic Man


- In Scientific Management Taylor wrote:

“ And yet throughout the industrial world, a large part of the organization of employers as well as employees, is for war rather than peace, and that perhaps the majority on either side do not believe that it is possible to arrange their mutual relations that their interest become identical….

- Called for a mental revolution on the part of both management and labor based on shared perception of the community of their interests.

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1. The Economic Man


- Advocated “high wage but low labor cost”

* where labor could be given high wages but where production costs would remain low because of high labor productivity.

- Tools for standard methodologies

* methods analysis

* time and motion study

* functional foremanship

* piece rate system

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2. The Social Person

The Human Relations Movement

- Elton Mayo and Fritz Roethlisberger

- Associated with the famous Hawthorne Experiment in the Western Electric Company (1927-1932)

* To set out empirically determine the optimum level of illumination.

- The result of the experiment in a very different way.- The increase in productivity as mainly a response

of the workers to the psychological, not the physical environment.

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Origin of Contemporary Management Thought2. The Social PersonThe Human Relations Movement

- The workers enjoyed their sense of importance given by the management

- The most important factors are social and psychological.

* Giving workers sense of importance

* Overcoming worker suspicions about management

* The influence of formal groups were potentially more important variables in improving worker performance that the work methods and other physical factors in the work environment.

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2. The Social Person

The Human Relations Movement

- Scientific Management views a person as an Economic Person while Human Relations views a person as a Social Person

- Gave way for the use of Behavioral Sciences on the problems of Management

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3. The Complex Person

- the theory on the complex person was posted by Abraham H. Maslow- that person’s needs fall into a hierarchy of relative prepotency.

Physiological

Safety & Security

Social

Esteem

Self-Realization

MASLOW’S HIERARCHY OF NEEDS

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4. The Motivated Person

- Frederick Herzberg found out from its Pittsburgh studies that individual worker have two different categories of needs that are essentially independent of each other but affect behavior in different ways.

- Hygiene factors- produce no real growth in the worker’s

motivation and output, but their absence makes the person dissatisfied.- Satisfying factors

- act primarily as motivators.- their absence rarely leads to

dissatisfaction.

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4. The Motivated Person

Hygiene Factors

Relating to

Environment

Around the Job

Policies & Administration

Supervision

Working Conditions

Interpersonal Relations

Money

Security

Satisfying FactorsRelating to

Job itself

Achievement

Recognition for Accomplishment

Challenging Work

Increased Responsibility

Growth & development

HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION

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5. The Three-Tiered Satisfied Person- Clayton P. Aldelfer

- Needs (ERG)

Existence Relatedness Growth

6. The Achiever- David C. Maclelland- people with high need to achieve do achieve more than those with low need and with no need at all.- the person demonstrates a high need to achieve if they can influence the outcome and prefer to work on a problem rather than leave the outcome to chance.- High-task managers-low relationships behavior- do not always make the best managers.

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6. The Achiever

- David C. Maclelland- people with high need to achieve do achieve more than those with low need and with no need at all.- the person demonstrates a high need to achieve if they can influence the outcome and prefer to work on a problem rather than leave the outcome to chance.- High-task managers-low relationships behavior- do not always make the best managers.

- Three basic types of motivating needs:1. Need for power2. Need for affiliation3. Need for achievement

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7. The Expectant Person

- Victor Harold Vroom, 19641. Individuals have preferences for various outcomes (goals)2. Individuals have expectancies about the likelihood that an action on their part will lead to satisfactory performance.3. People have certain instrumentalities (probabilities) about performance that will lead to nthe attainment of desirable outcomes.4. The action a person chooses to take is determined by the expectancies, instrumentalities and preferences that he/she has at the time.

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Ability

Expectancies

Motivation

Instrumentalities

Effort Performance

Extrinsic

Outcomes

Intrinsic

outcomes

Satisfaction

Perceived

Equitable

Reward

Preferences

EXPECTANCY MODEL

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8. The Managed Person Theory X

The average human being has an inherent dislike of work and will avoid it if she can.

Because of the human characteristic dislike of work, most people must be coerced, threatened with punishment, to get them to put forth adequate effort.

The average human being prefers to be directed , wishes to avoid responsibility, and has relatively little ambition, wants security above all.

Theory Y The expenditure of physical and mental effort is as natural as play or rest. External control and the threat to punishment are not the only means of bringing

about effort towards organizational objectives. People with exercise self-direction and self-control in the service of objectives to which they are committed.

Commitment to objectives is a function of the rewards associated with their achievement.

The average human being learns, under proper conditions, not only to accept but to seek responsibility.

The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.

Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.

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8. The Learning-Reinforced PersonBehaviourismBehaviourism

- B.F. Skinner- B.F. SkinnerWe learn through our We learn through our

experiences and that these experiences experiences and that these experiences affect who and what we become.affect who and what we become.

Reinforcement Reinforcement ((rewardsrewards))As that which the As that which the

person will work person will work for.for.

Stimulus evokes a response, where the Stimulus evokes a response, where the response leads to a reinforcing response leads to a reinforcing reaction reaction the the individual is more likely to individual is more likely to respondrespond in that in that way in the future.way in the future.

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The Nature of OrganizationsThe Nature of Organizations

Three (3) Key ConceptsThree (3) Key Concepts

1. Social Systems

Organizations are social systemsActivities are governed by social laws as well as psychological lawsJust as people have psychological needs, they also have social roles and status.Two types of social system

1. Formal (Official)2. Informal

Everything is related to everything elseProvides a framework for analyzing oranizational behavior issues. Helps OB problems understandable & manageable

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2. Mutual Interest

Organizations need people and people need organizationsOrganization have a human purposeThey are formed and maintained on the basis of mutuality of interestMakes sense in developing cooperation and assembling groups

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Mutual Interest

Employee

Goals

Organizational

Goals

Superordinate goal of mutual

interest

Ethics

Mutual accomplishment

of goals

Employee

Goals

Employee

Goals

Employee

Goals

Mutual interest provides a superordinate goal – one that can be attained only thru integrated efforts of individuals and their employers

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3. Ethics

Is the use of moral principles and values to affect the behavior of individuals and organizations with regard to choices between what is right or wrong

Ex. Code of ethics, publicized statements of ethical values, provided ethics training, rewarded employees for notable ethical behavior, publicized positive role models, set-up procedures to handle misconduct.

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A MODEL OF ETHICAL BEHAVIORA MODEL OF ETHICAL BEHAVIOR

Ethics

Study of moral issues and choices

Ethical and unethical conduct is the product of a complex combination of influences.

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Individual*Personality*Values*Moral Principles*History of reinforcement*Gender

Internal Organizational influencesEthical CodesOrganizational CultureOrganizational SizeStructurePerceived pressure for resultsCorporate strategy

External Organizational Influences

Political/LegalIndustry CultureNational CultureEnvironment

Neutralizing/enhancing factorsTop Mgt team characteristics

Political/LegalIndustry CultureNational CultureEnvironment

Ethical behavior

RoleExpectations

A model of ethical behavior in the workplace

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A Decision Tree for Ethical Decisions

Is the proposed action legal?

Yes

No

Does it maximizeShareholder value?

Yes

No

Don’t do it.

Is it ethical?(To answer, weigh the effect on customers, employees, the community, the environment, and suppliers against the benefit to the shareholders.

Yes

Yes

Would it be ethicalNot to take the action?(To answer, weigh the harm or cost thatwould be imposed on shareholders againstThe costs or benefits to other stakeholders)

No

No Do it but discloseThe effect of the action to shareholders

Don’t do it.

Don’t do it.

Do it.

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Limitations of Organizational BehaviorLimitations of Organizational Behavior

Problems exist in OB’s nature and use

Importance is the use of research to identify payoffs in the areas of absenteeism, turnover, stress levels, and employee performance.

Limitations: Will not abolish conflict and frustration; can only reduce them It is a way to improve, not an absolute answer to problems

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Three (3) major limitations1. Behavioral Bias

may give narrow viewpoint that emphasizes satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics.

To assume that the objective of OB is to create a satisfied workforce is a mistake, for that goal will not automatically translate into new products and outstanding customer service.

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Three (3) major limitations1. Behavioral Bias

Can be misapplied that it can harm employees Some people in spite of their good intentions, so overwhelm others with care that

the recipients are emotionally smothered and reduced to independent and unproductive indignity.

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Three (3) major limitations2. The Law of Diminishing Returns

In economics the law of diminishing returns refers to a declining amount of extra outputs when more of a desirable input is added to an economic situation.

After a certain point, the output from each unit of added input tends to be smaller. The concept implies that for any situation there is an optimum amount of a desirable

practice, such as recognition or participation.

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Three (3) major limitations2. Unethical Manipulations of People

The philosophy of human behavior is supportive and oriented toward human resources.

Knowledge and techniques can be used to manipulate people unethically as well as to help them develop their potential.

People who lack respect for the dignity of the human being could learn organizational behavior ideas and use them for selfish ends.

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Three (3) major limitations

3. Unethical Manipulations of People

Ethical managers will not manipulate people.Ethical leadership recognizes principles such

as:Social responsibilityOpen communicationCost-benefit analysis

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New Directions in OBNew Directions in OB

- The field of OB is dynamic work in progress.

- OB is being redirected and reshaped by various forces

- New directions for OB1. Human and social capital

2. Positive organizational behavior

3. Impacts of the internet revolution

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StrategicAssumption:

People, individually And collectively,Are the key to organizational

success

Individual human capital•Intelligence/abilitiesknowledge•Visions/dreams/aspirations•Technical and social skills•Confidence/self-esteem•Initiative/entrepreneurship•Adaptability/flexibility•Readiness to learn•Creativity•Enthusiasm•Motivation/commitment•Persistence•Ethical standards•Honesty•Emotional maturity

Social Capital*Shared Visions*Shared values*Trust*Mutual respect/goodwill*Friendship/support groups*Mentoring/positive role modeling*Participation/empowerment*Connections/sources*Networks/affiliations*Cooperation/collaboration*Teamwork*Camaraderie*Assertive*Functional*Win-win negotiations*Volunteering

Organizational

Learning

(Shared Knowledge)

The Strategic Importance and

Dimensions of Human

and Social Capital

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Human CapitalHuman Capital Is the productive potential of an individual’s

knowledge and actions. Five Human Capital outcomes.

Definition

Leadership/managerial practices

The effectiveness of managers’ and leaders’ ability to optimize the organization’s human capital thru communication, performance feedback, efforts to instill confidence, demonstration of key org. values

Workforce optimization

The organization’s success in optimizing the performance of its workforce by means of developi9ng and sustaining talent, and guiding and managing its application on the job

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Human CapitalHuman Capital

Definition

Learning capacity

The organization’s overall ability to learn, change and continually improve

Knowledge accessibility

The extent of the organization’s collaborativeness and its current efforts and ability to share knowledge and ideas across the organization

Talent engagementThe organizations’ ability to retain, engage, and optimize the value of its talent

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Social CapitalSocial Capital Is the productive potential resulting from

strong relationships, goodwill, trust, and cooperative effort

Skills and best practices in building human and social capital

Managing DiversitySelf-efficacySelf ManagementEmotional IntelligenceGoal settingManaging ConflictCommunicatingEmpowerment

Positive reinforcementGroup Problem-SolvingGroup developmentBuilding TrustTeamworkLeadershipOrganizational Learning

Hbo Lecture Gsm

Documents

fundamentals of human

study of behavior

useful behavior

human beings

human activities universal

ideal organization

organization albert

entire organization