BEHAVIORAL

MANAGEMENT: AN
IMPORTANT
PRACTICES IN
ELECTRICAL
ENGINEERING
Engr. LYNDON R. BAGUE, MEng,
PEE, ASEAN Engineer
IIEE Vice-President for Technical
Affairs
AT THE END OF THE
CONFERENCE, YOU WILL BE
ABLE TO:
1. Define what personality is and how it affects
work behaviors.
2. Understand the role of values in determining
work behaviors.
3. Explain the process of perception and how it
affects work behaviors.
4. Identify the major work attitudes that affect
work behaviors.
5. Define the concept of person-organization fit
and how it affects work behaviors.
6. Discuss how behaviors have an impact on
organizational performance.
HOW DO YOUR ETHICS
STACK UP? BY
LOWELL G. RIEN
SELF-ASSESSMENT
Are your ethical skills honed to a
free edge, or are there
unanswered issues you must
confront prior to facing real-world
ethical situations?
To assess your ethical values and
better determine where you stand
on the ethical plane, take the self-
assessment exercise
INSTRUCTIONS: FOR EACH
STATEMENT ANSWER AS
FOLLOWS.
STRONGLY AGREE –
SA
DISAGREE – D
AGREE – A
STRONGLY DISAGREE
– SD
1. Employees should not be expected to inform on their
peer for wrongdoings.
2. There are times when a manager must overlook
contract and safety violations in order to get on with
the job
3. It is not always possible to keep accurate expense
account records; therefore, it is sometimes necessary
to give approximate figures.
4. There are times when it is necessary to withhold
embarrassing information from one’s superior
5. We should do what our managers suggest, though we
may have doubts its being the right thing to do.
6. It is sometimes necessary to
conduct personal business on
company time.
7. Sometimes it is good psychology to
set goals somewhat above normal if
it will help to obtain a greater effort
from the sales force
8. I would quote a “hopeful” shipping
date in order to get the order.
9. It is proper to use the company
phones for personal call as long as
it’s not in company use.
10. Management must be goal
oriented; therefore, the end usually
justifies the means
11. If is take heavy entertainment and twisting a bit of
company policies to win a large contract, I would
authorize it.
12. Exceptions to company policy and procedures are
a way of life.
13. Inventory controls should be designed to report
“under-ages” rather than “overages” in goods
received. (the ethical issues her is the same as
that faced by someone who received too much
change from a store cashier)
14. Occasional use of the company’s copier for
personal or community activities is acceptable
15. Taking home company property(pencil, paper, tape
and so on) for personal use in an accepted fringe
benefit.
 SCORING
PROCEDURE
STRONGLY AGREE(SA) – 3
PTS

DISAGREE(D) – 1 PT

AGREE(A) – 2 PTS

STRONGLY DISAGREE(SD) – 0
PT
 ACCORDING TO THE AUTHOR OF
THE EXERCISES, INTERPRET THE
TOTAL SCORES AS FOLLOWS
0 points – Prepare for CANONIZATION
CEREMONY
1 – 5 points – BISHOP Materials
6 – 10 points – HIGH ETHICAL values
11 – 15 points – GOOD ETHICAL values
16 – 25 points – AVERAGE ETHICAL values
26 – 35 points – NEED MORAL development
45 points – Leave valuables with the WARDEN
If your score at, or below, average ethical
values – Model of Ethics and Business Ethics
ORGANIZATIONAL BEHAVIOUR

. . . a field of study that

investigates how individuals,
groups and structure affect and
are affected by behaviour
within organizations, for the
purpose of applying such
knowledge toward improving
an organization’s effectiveness.
.
WHAT IS AN ORGANIZATION?

A consciously
coordinated social unit,
composed of two or
more people, that
functions on a relatively
continuous basis to
achieve a common goal
or set of goals
ROLES AND SKILLS IN THE NEW
WORKPLACE
Flexibility

Mentor Innovator

External Focus
Internal Focus

Facilitator Broker

Monitor Producer

Coordinator Director

Control
HOW COMPANIES ARE
CHANGING
“Cool” Companies “Old” Companies
Believe casual days are
progressive
Believe titles are obsolete
Don't impose on employees'
personal time
Allow staff to come and go
as they please
Offer all employees stock
options
Let employees make
decisions that affect their
work
Offer assistance with
childcare
Have minimal bureaucracy
(red tape)
Think casual Fridays are
pitiful
Charge employees for perks
and incentives
Hold events on employee time
Have flex time: but only
between 7:30 a.m. and 6:30
p.m.
Hide financial results from
their employees
Encourage employee input --
but rarely act on it
Employ rigid hierarchies
(chain of command)
Stop at “open door” policies
TODAY’S CHALLENGES
IN THE WORKPLACE

Productivity
Effectiveness
Efficiency
EFFICIENCY AND
EFFECTIVENESS
Being efficient implies the
system is operating the 'right'
way.
The relationship between
effectiveness and efficiency is
that effectiveness is
a measure of 'goodness' of
output, while efficiency is
a measure of the resources
required to achieve the output.
AS A NARROW TECHNICAL CONCEPT
PRODUCTIVITY = OUTPUT / INPUT

PRODUCTION + ACTIVITY
OR
PRODUCTION + ABILITY
WIDE SOCIAL CONCEPT
Productivity is above all, an
attitude of mind, it seeks to
continually improve what
already exists, it is based on
the belief that one can do
things better today than
yesterday and better
tomorrow than today. (DAP)
 AS AN INTEGRATED CONCEPT
PRODUCTIVITY AS
OBJECTIVE:
SOCIAL CONCEPT
PRODUCTIVITY AS A MEANS
TECHNICAL CONCEPT
TOWARD AN OB DISCIPLINE
Behavioural Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Attitude Measurement
Psychology Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Individual

Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Sociology

Formal organization theory Study of

Organizational technology Group Organizational
Organizational change Behaviour
Organizational culture

Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
Comparative values system
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment

Conflict
Political science Intraorganizational politics
Power
Successful organizations depend upon getting the right
mix of individuals in the right positions at the right time

Each individual brings the following to

the workplace

Skills
Personality
Ability
Values
WHAT IS PERSONALITY?
PERSONALITY
Sum of total of the qualities
and characteristics of a
person shown in the
manner of walking, talking,
dressing and the attitudes,
interests, and ways of
reacting to other people.
(Amparo E. Santos,
personality of today’s youth
 Goldberg’s Big 5 Personality Traits
Trait Description

Openness Curious, original, intellectual, creative, and

open to new ideas.
Conscientiousness Organized, systematic, punctual, achievement-
oriented, and dependable.

Extraversion Outgoing, talkative, sociable, and enjoys being

in social situations.

Agreeableness Nice, tolerant, sensitive, trusting, kind, and

warm.
Neuroticism Anxious, irritable, aggressive, temperamental,
and moody.
 Job performance
assesses whether a
Self-Efficacy person performs a job
well.

Job Performance
Self-efficacy, or a person’s
self-belief in his ability to
perform specific tasks, has
been correlated with
workplace performance
OTHER PERSONALITY DIMENSIONS

Self-Monitoring
Proactive
Personality
Self-esteem
Machiavellianism
 Schwartz’ Value Inventory
Values Definition
Achievement The desire for personal success
Benevolence The desire to protect the well being of people who
are close to the person.
Conformity Being motivated by being self disciplined and
obedient. Conforming to others.
Hedonism The desire for pleasure in life
Power The desire for control over others, attaining power
and prestige.
Security Valuing safety and stability.
Self direction The desire to be free and independent
Stimulation The desire for a stimulating and exciting life
Tradition Acceptance of social customs and traditional ideas
in a society.
Universalism The desire to protect the well being of all people.
Caring about social justice.
PERCEPTION AND WORK
BEHAVIORS

Perception is affected by
our values, needs, and
emotions
Visual Perception

What do
you see?

A cup or
two faces?
 Self enhancement Bias
- Self-enhancing bias is the
tendency to take full credit for
your success without
acknowledging any external
factors (By Lisa Earle McLeod)

Self effacement bias

In contrast, collectivist cultures engage in the opposite
of self-serving bias i.e. self-effacing bias, which is:
attributing success to external factors and blaming failure on
internal factors (the individual).AP Psych- Social Psychology
Flashcards | Quizlet https://quizlet.com/48965006/ap-psych-
social-psychology-flash-cards/
 Self fulfilling
prophecy Selective
Stereo- Occurs perception
types are when an pay selective
generalizations established attention to parts
based on a stereotype of the
group causes one environment
characteristic to behave in while ignoring
a certain other parts
way
 First Impressions
The first impression
establishes the
mental framework in
how another person
is viewed and later
evidence is either
ignored or
reinterpreted to
coincide with this
framework

© 2010 Jupiterimages Corporation

 Work Attitudes
What does your attitude
communicate?

Is there a relationship between

your attitudes and your
behaviors?
Attitude
refers to
opinions,
beliefs, and Beware!
feelings Your
about aspects attitude
of our is
environment showing!
 Work Behavior and Job Performance
FACTORS WHICH HAVE A STRONG INFLUENCE
OVER WORK BEHAVIORS
Job Performance Citizenship Absenteeism Turnover

General mental How we are Health Having low

abilities treated at work problems performance
How we are Personality Work/life Negative work
treated at work balance issues attitudes
Stress Positive work Negative work Stress
attitudes attitudes
Positive work Older employee Younger Personality
attitudes employee
Personality Younger employee
and shorter tenure
DEVELOPING YOUR
PERSONAL SKILLS

Research shows
that acting
positive at work
can actually help
you become
happier over time
as emotions can
be influenced by
actions
THANKS YOU FOR Reference:

LISTENING Fundamentals of
Organizational

ENGR. LYNDON R. Behavior by Stephen

P. Robbins and Nancy

BAGUE
Langton