HBO Final Exam

Republic of the Philippines
BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO

LANAO CENTRAL COLLEGE INC.
Awar St., East Basak Malutlut, Marawi City
Name : Faidah O. Palawan

Course : PA 105 (Human Behavior in Organization)
Professor : Ahmad Abbas B. Cuaro, LPT, MAEd.
Requirement : Summary and Response
Reporter : Mangandog, Candidato S.
Topic : Concept of Human Behavior and Principles in an Organization
Fundamentals of Organization Behavior
a. Understanding Organization Behavior
b. Fundamental Concept
c. Basic Approaches
SUMMARY
Human Behavior can be defined as the actions of a person in response to external or
internal stimulus situation. To understand the behavior of a person we have to understand what
that person will do if something happens.
Approving or disapproving human behavior is known as evaluation behavior. Many of us
evaluate based on their actions and relations to different stimuli. Behavior is mostly mostly
influenced by the nature of the person and the nature of the situation.
To learn more about the human behaviors to bring positive changes to your behavior, you
should get in touch with the psychiatrist of psychologist in your city.
Classification of Human Behavior
Based on the way people act or behave in different situations and in response to different
stimuli, human behavior can be divided into different types.

1. Molecular and Moral Behavior
Molecular Behavior- it is an unexpected behavior that occurs without thinking. One
example is suddenly closing eyes something is about to this eyes.
Moral Behavior- this type of behavior occurs after thinking. For example, a person
changes the way when she or he sees a harmful thing.
2. Overt and Covert Behavior
Overt Behavior- it is visible type of behavior that can occur outside of human beings.
Eating food, riding on a bicycle, and playing football are some examples.
Covert Behavior- this type of behavior is not visible. Thinking is a good example of
covert behavior because no one can see us thinking.
3. Voluntary and Involuntary Behavior
Voluntary Behavior- is a type of behavior that depends on human want. We can
characterize walking, speaking, and writing as voluntary behaviors.
Involuntary Behavior- this type of behavior occurs naturally and without thinking.
Breathing air is a perfect example of involuntary behavior
Four popular types of Personalities
1. Optimistic
About 20% of the people living in this world are believed to have this personality.
An optimistic person stays hopeful in all situations and keeps trying no matter how
hard circumstances get. Furthermore, these people can be pessimistic some situation
2. Pessimistic
There seems to be some balance in different personality types. About 20% of
people in the world are estimated to have this personality. A Pessimistic person
may doubt everything around his or her. Moreover, these people can be optimistic
in some situation.
3. Trusting
About 20% of the people living in this world are believed to have this personality.
One of the major traits of trusting people is to trust others. These people do not
need a major reason to believe others. There are situations when these people may
not trust people.
4. Envious
The number of people having this kind of personality varies from society to
society. According to research we are discussing here, about 30% of people in the
world are estimated to have this personality. Envious people are not always like this,
they can be supportive as well.
It is important to mention that a single person may become optimistic, pessimistic,
envious and trusting. It is due to the reason that these traits exist in all human beings. The people
who are able to easily trust others are known to as trusting so on and so forth.
The study of Organizational Behavior gives insight on how employees behave and
perform in the workplace. It helps us develop an understanding of the aspects that can motivate
employees, increase their performance, and help organizations establish a strong and trusting
relationship with their employees.

Motivation
Every individual is unique based on their experiences and knowledge. Organizational
Behavior is able to help leaders understand the motivational tools required to facilitate their
employees to reach their potential. It is significant for leaders to analyze the organizational
structure that can act in their employee’s interest.
Performance
There are few factors where behaviors can affect one’s performance. According to a
study from IJEMS, those that can come to work with a positive attitude are more creative and it
lowers stress levels.
Office Characteristics
The oppeness of an office can make employees feel a sense of calmness. Density also has
an impact on employee’s wellness. It is important not to over-densify office space because small
workstations can cause collaboration to suffer.
Principle of Organization- are set of principles, which determines the existence and functioning
of organization. The early theory on management and organization, in the earlz 20th century ,
spoke of Principle of Efficiency.
Organization begins when people, even if they be only two or more, combine their
efforts for a given purpose.
Some of those principles are discussed as follows:
1. Principle of Objective
2. Principle of Specialisation
3. Principles of Co-ordination
4. Principle of Authority and Responsibility
5. Principle of Definition
6. Span of Control
7. Principle of Balance:
8. Principle of Continuity
9. Principle of Uniformity
10. Principle of Unity of Command
11. Principle of Exception
12. Principle of Simplicity
13. Principle of Efficiency
14. Scalar Principle
RESPONSE

Reporter : Isah, Princess Isnihaya G.
Topic : Models of Organization Behaviour
a. An Organizational Behavior System
b. Models of Organization Behavior
SUMMARY
Why Organizational Behavior System?
All organizations achieve goals by creating, communicating and operating a system.
Some systems are consciously created and regularly looked at and updated.
The purpose of these systems is to help managers shift everything in the organization –
people, technology, structure and environment - to get results, or outcomes for the organization.
Elements of an Organizational Behavior System
Philosophy of Organizational Behavior

 The philosophy (model) of organizational behavior held by management consists and
integrated set of assumptions and beliefs about the way things are, the purpose for these
activities, and the way they should be.
 These philosophies are sometimes explicit, and occasionally implicit, in the minds of
manager.
 Five major organizational behavior philosophies includes autocratic, custodial,
supportive, collegial and system.
Selected Element of a Philosophy Statement
 We are committed to quality, cost-effectiveness, and technical excellence.
 People should treat each other with consideration, trust, and respect.
 Each person is valuable, is unique, and makes a contribution.
 All employees should be unfailingly committed to excellent performance.
 Teamwork can, and should, produce far more that the sum of individual efforts. Team
members must be reliable and committed to the team.
 Innovation is essential.
 Open communications are important for attaining success.
 Decision should be reached participatively.
Two Sources of Philosophy of Organizational Behavior
 Fact premise are acquired through direct and indirect lifelong learning and are very
useful in guiding our behavior.
 Value premise represent our views of the desirability of certain goals and activities.
Value premises are variable beliefs we hold and are therefore under our control.
VALUES
 The rules by which we make decisions about right and wrong, should and shouldn't, god
and bad.
 They also tell us which are more or less important, which is useful when we have to trade
off meeting one value over another.
VISION
 It represents a challenging portrait of the organization and its members can be – a
possible, and desirable future.
 Leaders need to create exciting projections about the organization should go and what
major changes lie ahead.
 Once the vision is established, persistent and enthusiastic communication is required to
sell it throughout the ranks of employees so they will embrace it with commitment.
MISSION
 Identifies the business it is in, the market niches it tries to serve, the types of customer it
is likely to have, and the reasons for its existence.
 It even includes a brief listing of the competitive advantages, or strengths, that the firm
believes it has.
 It is more descriptive and less future-oriented than vision.
 Need to be converted to goal to become operational and useful.
GOALS
 Goals are relatively concrete formulations of achievements the organization is aiming for
within set periods of time, such as one to five years.
 Goal setting is a complex process, for top management's goals need to be merged with
those of employees, who bring their psychological, social, and economic needs with them
to an organization.
FIVE (5) MODELS OF ORGANIZATIONAL BEHAVIOR SYSTEM
1. AUTOCRATIC MODEL
o The basis of this model is power with a managerial orientation of authority.
o Those who are in command must have the power to demand "you do this - or else"
o The employees in turn are oriented towards obedience and dependence on the boss.
o The employee need that is met is subsistence.
o The performance result is minimal.
o Its principal weakness is its high human cost especially as caused by micromanagement.
o Micromanagement - a natural pattern of autocratic managers- is the immersion of a
manager into controlling the details of daily operations.

o Employees typically detest a micromanager, with the result being low morale, paralyzed
decision making due to fear of being second-guessed and high turn-over.
Useful:
 Acceptable approach to guide managerial behavior when there were no well-known
alternatives.
 Useful under some extreme conditions such as organizational crises.
2. CUSTODIAL MODEL
o The basis of this model is economic resources with a managerial orientation of money.
o The employees in turn are oriented towards security and benefits and dependence on the
organization.
o The employee need that is met is security.
o Employee feels with reasonable contentment.
o Most employees are not producing anywhere near their capacities.
o The performance result is passive cooperation.
3. SUPPORTIVE MODEL
o The basis of this model is leadership with a managerial orientation of support.
o The employees in turn are oriented towards job performance and participation.
o Psychological result is a feeling of participation and task involvement in the organization.

o Employees may say "we" instead of "they"
o Employees are strongly motivated because their status and recognition needs are better
met, thus they have awakened drive for work.
4. COLLEGIAL MODEL
o The basis of this model is partnership with a managerial orientation of teamwork.
o The result is that the employees feel needed and useful.
o “There is at least one important thing that cannot be done unless you do it”
o The employees in turn are oriented towards responsible behavior and self-discipline.
o The employee need that is met is self-actualization.
o Employees normally feel some degree of fulfillment, worthwhile contribution, and self-
actualization.
o This self-actualization will lead to moderate enthusiasm in performance.
5. SYSTEM MODEL
o Employees want a work context that is ethical, infused with integrity and trust and
provide an opportunity to experience a growing sense of community among co-workers.
o There is spirituality at work the desire for employees to know their deepest selves better,
to grow personally, to make meaningful contribution to society, and to demonstrate
integrity in every action taken.

o Managers must increasingly demonstrate a sense of caring and compassion, being
sensitive to the needs of the diverse workforce.
o This model reflects the values underlying positive organizational behavior, where
managers focus their attention on helping employees develop feelings of hope, optimism,
self-confidence, empathy, trustworthiness, esteem, courage, and resiliency.
Facilitators Roles for Managers in the System Model of Organizational Behavior
 Support employee commitment to short- and long-term goals.
 Coach individuals and groups in appropriate skills and behaviors.
 Model and foster self-esteem.
 Show genuine concern and empathy for people.
 Offer timely and acceptable feedback.
 Influence people to learn continuously and share that learning with others.
 Help individuals identify and confront issues in ethical ways.
 Stimulate insights through interviews, questions, and suggestions.
 Encourage people to feel comfortable with change and uncertainty.
 Build cohesive, productive work teams
FIVE (5) MODELS OF ORGANIZATIONAL BEHAVIOR

Conclusion about the Models
 Evolving Usage
 Relation of Models to Human Needs
 Increasing Use of Some Models
 Contingent Use of All Models
 Managerial Flexibility
 Evolving Usage
 Manager/Organization use the models tends to evolve over time.
 There is no one permanently "best' model.
 Primary challenge to management is to identify the model it is actually using and
then assess its current effectiveness.
 Relation of Models to Human Needs
 The five models are closely related to human needs.
 Each model is build upon the accomplishments of the other.

 Increasing Use of Some Models
 The trend toward the supportive, collegial and system models will probably
continue.
 Only these newer models can offer the satisfaction of the employees needs for
esteem, autonomy and self-actualization.
 Contingent Use of All Models
 Though one model may be most used at any given time, some appropriate uses will
remain for other models.
 The five models will continue to be used, but the more advanced models will have
growing use as progress is made and employee expectations rise.
 Managerial Flexibility
 Managers need to identify their current behavioral model and must keep it flexible
and current.
 Managers need to read, to reflect, to interact with others, and to be receptive to
challenges to their thinking from their colleagues and employees.
Reference:
Omar N. Dimarukot. 2013. Organization Behavior (Organizational Behavior System)
RESPONSE

Reporter : Bakie, Sajeidy
Topic : Managing Communication
a. Communication Fundamentals
b. Downward Communication
c. Upward Communication
d. Other forms of Communication
e. Informal Communication
MANAGING COMMUNICATIONS
Communications management is the systematic planning, implementing, monitoring, and
revision of all the channels of communication within an organization, and between
organizations; it also includes the organization and dissemination of new communication
directives connected with an organization, network, or communications technology.

Aspects of communications management include developing corporate communication
strategies, designing internal and external communications directives, and managing the flow of
information, including online communication.
In project management, communication management must address the following
questions:
Five W's of Communication Management
1. What information is essential for the project?
2. Who requires information and what type of information is needed?
3. What is the duration of time required for the information?
4. What type or format of information is required?
5. Who are the person/s who will be responsible for transmitting the collated information?
 The five W's in communication management are only the guidelines. Therefore, you do need
to take other considerations into account, such as cost and access to information.
 The main objective of communication management is to ensure smooth flow of information
from either between two people or a group.
 Management and communication are closely tied together. As defined, communication is the
process by which information is shared between two or more people (which includes
machines, e.g. computers).

 To become a good manager, one must have a contingency approach at hand when it comes to
communicating with employees.
An effective communication management is considered to be a lifeline for many projects that an
organization undertakes as well as any department of the organization.
COMMUNICATION FUNDAMENTALS
Communication
 Is the process of exchanging messages or information between two or more parties?
Organizations today are heavily dependent on information to meet organizational needs.
 Effective communication plays a key role in fulfilling these needs and contributes
significantly to organizational success.
 Despite its importance, communication has not been given enough attention and grown as
it should have between civil and military entities.
The Importance of Communication
 Effective communication is crucial for the success of individuals as well as organizations.
 Communication is a complex two-way process, involving the encoding, translation and
decoding of messages.
 Creating and delivering an effective message requires a basic understanding of the
communication process.
 It is human nature to assume that when we communicate we are doing so effectively, and
that if anything goes wrong consequently the responsibility for that must rest with the
recipient.
 Communication is a skill and like any skill it requires practice. It is improvement through
practice that differentiates a skill from other forms of knowledge.
The Basic Forms of Communication
1. Verbal communication
Verbal communication involves the arrangement of words in a structured and meaningful
manner, adhering to the rules of grammar.
 Speaking and Writing
Effective verbal communication involves the use of both speech and writing to
transmit a message. While oral communication is more effective in reaching a
focused target audience, as it involves interaction and additional non-verbal cues to
augment the speech, written communication is necessary for reaching a large
number of scattered recipients.
 Listening
Organizations have not paid much attention to listening as a skill. Equal
importance should be given to listening and expression. Oral communication cannot
be effective unless the audience is good at listening and most of its content is
forgotten after a presentation.
2. Non-verbal communication
Non-verbal communication is a primitive form of communication that does not involve the
use of words. Non-verbal communication is less structured compared to its verbal counterpart
and is most often spontaneous.

The Process of Communication
Communication goes through a process, involving the following phases: a. Sender, b.
Message, c. Channel, d. Receiver, and e. Feedback
Barriers to Communication
The process of communication is susceptible to many barriers. These can be categorized
into problems caused by the sender, problems in message transmission, problems in reception,
and problems in receiver comprehension.
Dealing with Communication Barriers
Though most communication barriers require situation specific handling, a few basic methods
for dealing with them are available. These methods such as know your subject, focus on the
purpose, know your audience, and be organized.
DOWNWARD COMMUNICATION
Downward communication is sending information downwards through an organizational
hierarchy from leaders to followers. It is characteristic for organizations were hierarchies are
strictly followed, often also for upward communication. It can often lead to information loss as
each layer forwards the message, but it is often a necessity in large organizations.
Visualization of downward communication in a pyramid shape organizational structure
MANAGER/DIRECTOR
ASSISTANT MANAGER/DIRECTOR
SUPERVISOR
STAFF/WORKERS
There are several problems with downward communication:
1. Information loss and changed content
2. Lack of feedback
3. Extension of the communication timeline
4. Unknown impact
5. Downward Communication: Advantages & Disadvantages
 Advantages
1. Organizational discipline
2. Efficiency
3. Effective communication of goals
4. Ease of delegation
 Disadvantages
1. Distortion
2. Slow feedback
3. Interpretative problems
UPWARD COMMUNICATION
Upward communication is the flow of information from front line employees to managers,
supervisors, and directors.
UPWARD
MANAGER-PRODUCTION
ASSISTANT PRODUCTION MANAGER
PRODUCTION SUPERVISOR
WORKERS
Examples of upward communication
1. Performance
2. Focus groups
3. Employee satisfaction surveys
4. Company Meeting
5. Suggestion boxes
Advantages of Upward Communication
Upward communication keeps managers aware of how employees feel about their jobs,
policies and procedures, and the business in general.
 Feedback
 Introduction of new policies
 Increases mutual trust
 Improves workplace procedures
 Helps managers identify areas for self-improvement
 Makes employees feel valued
 Creates an inclusive environment within an organization
Upward communication can be used to give feedback to managers. It is very important for
the manager the feedback to assess if the new guidelines and policies are effective or not.
Disadvantages of Upward Communication
Upward communication seems easy enough. But sometimes, employees face significant
barriers attempting to communicate with managers.

 Some disadvantages of upward communication are:
 Filtering
 Delay
 Reluctance
 Education or experience:
 Cultural differences
OTHER FORMS OF COMMUNICATION
Five major forms of communication:
1. Intrapersonal Communication
Intrapersonal communication is a communication which happens yourself. Here both
Source (sender) and receiver is only one. so, the feedback works without any interruption.
Example: A person can communicate himself through pain, thinking, feelings and emotion etc.
2. Dyadic Communication
Dyadic communication, two persons are involved in this communication process.
The Source becomes a receiver and receiver become Source because of dynamic communication
process were the feedback’s are shared between Source and the receiver.
3. Small Group Communication

More than two members involved in communication process will become a group
communication. If least number of persons is involved in the group communication is called as
small group communication.
In this communication process, everyone becomes a Source as well as receiver through sharing
information and gives feedback to another.
4. Public Communication
In public communication, Source or messages from a single person will reach or received
by huge number of audience. But in this communication there is no mutual feedbacks between
source and receiver like small group communication and it’s only focused on Speaker.
5. Mass Communication
In mass communication, basically have a large number of audience and they are all can’t
grouped together in one place so we need certain tool or technology for communication process.
But in mass communication, there is no direct access with receiver. So, for that they need media
like newspaper, radio, television and internet. Here the audience feedback is very less or delayed.
Different Types of Communication
Communication can be categorized into three basic types:
1. Verbal communication, in which you listen to a person to understand their meaning
2. Written communication, in which you read their meaning

3. Nonverbal communication, in which you observe a person and infer meaning. Each has
its own advantages, disadvantages, and even pitfalls.
 Verbal Communication
Verbal communications in business take place over the phone or in person. The medium of
the Message is oral.
The most effective form of verbal communication
 Storytelling- Storytelling has been shown to be an effective form of verbal
communication; it serves an important organizational function by helping to construct
common meanings for individuals within the organization.
 Crucial Conversations- While the process may be the same, high-stakes
communications require more planning, reflection, and skill than normal day-to-day
interactions at work.
1. Written Communication
In contrast to verbal communications, written business communications are
printed messages. Examples of written communications include memos, proposals, e-
mails, letters, training manuals, and operating policies. They may be printed on paper,
handwritten, or appear on the screen.
2. Nonverbal Communication
What you say is a vital part of any communication. But what you don’t say can be
even more important.

Another element of nonverbal communication is tone; a different tone can change the
perceived meaning of a message.
Here are a few examples of nonverbal cues that can support or detract from a Sender’s
Message.
 Body Language- A simple rule of thumb is that simplicity, directness, and warmth
convey sincerity. And sincerity is key to effective communication. A firm handshake,
given with a warm, dry hand, is a great way to establish trust. A weak, clammy
handshake conveys a lack of trustworthiness. Gnawing one’s lip conveys uncertainty.
A direct smile conveys confidence.
 Eye Contact- In business, the style and duration of eye contact considered
appropriate vary greatly across cultures. In the United States, looking someone in the
eye (for about a second) is considered a sign of trustworthiness.
 Facial Expressions- The human face can produce thousands of different expressions.
These expressions have been decoded by experts as corresponding to hundreds of
different emotional states. Our faces convey basic information to the outside world.
Happiness is associated with an upturned mouth and slightly closed eyes; fear with an
open mouth and wide-eyed stare. Flitting (“shifty”) eyes and pursed lips convey a
lack of trustworthiness. The effect of facial expressions in conversation is
instantaneous. Our brains may register them as “a feeling” about someone’s
character.
 Posture- The position of our body relative to a chair or another person is another
powerful silent messenger that conveys interest, aloofness, professionalism—or lack

thereof. Head up, back straight (but not rigid) implies an upright character. In
interview situations, experts advise mirroring an interviewer’s tendency to lean in and
settle back in her seat. The subtle repetition of the other person’s posture conveys that
we are listening and responding.
 Touch- The meaning of a simple touch differs between individuals, genders, and
cultures.
 Space- Anthropologist Edward T. Hall coined the term proxemics to denote the
different kinds of distance that occur between people. These distances vary between
cultures. The figure below outlines the basic proxemics of everyday life and their
meaning:
Keys for communication
Types of communication include verbal, written, and nonverbal. Verbal communications
have the advantage of immediate feedback, are best for conveying emotions, and can involve
storytelling and crucial conversations. Written communications have the advantage of a
synchronicity, of reaching many readers, and are best for conveying information. Both verbal
and written communications convey nonverbal messages through tone; verbal communications
are also colored by body language, eye contact, facial expression, posture, touch, and space
INFORMAL COMMUNICATION
Informal Communication
 Is the communication among the people of an organization not on the basis of formal
relationship in the organizational structure but on the basis of informal relations and
understanding?
 It is referred to as the ‘grapevine’ which indicates informal means of circulating information
or gossip. It is direct, spontaneous and flexible. It is personal, unofficial, and mostly verbal.
 The term ‘Grapevine Communication’ originated during the American Civil War (1861-
1865). During the period the communication of intelligence information through telegraph
was not effective and reliable because the telegraph system was unorganized. Telegraph lines
were strung in a haphazard way through the trees like a real grapevine.
 The informal communication is a part and parcel of the organizational process. Proper
analysis and suitable clarification of informal communication will be helpful in making its
use towards organizational efficiency.
Purpose of Informal or Grapevine Communication:
1. sharing of information
2. establishing personal contacts
3. making friendship
4. Influencing and motivating others
5. Resolving conflicts
6. supplementing official channels

7. getting relaxation
8. searching escape from monotony of work
 Informal Communication is conveyed through verbal and gestural means in all directions
with the help of the following media:
i. Personal conversation and gossip
ii. Unofficial discussion
iii. Spontaneous advice and suggestion
iv. Facial expression
v. Body movement
vi. Silence
Types of Grapevine Communication:
Grapevine works through informal channels; it does not follow any scheduled path or
operate by specific rules. Like a grapevine it spreads fast in any direction.
Grapevine Communication classified into four types:
1. Single Strand Chain:
In this type of grapevine communication the information passes through a number of
persons like a chain. A tells something to B, who tells it to C, who tells it to D and so on.
It is generally a long chain. The longer the chain the greater is the possibility of distortion of the
information.
2. Gossip Chain:
In Gossip Chain one person actively conveys information to other persons around him. A
circle or wheel-like figure is formed in this communication. Gossip Chain is generally used when
information to be communicated is non-job oriented in nature.
3. Probability Chain:
It is a random process in which information may move from one person to any other
person or persons according to law of probability. Naturally, in this type of communication,
some people of the organization will be informed and some others will remain outside the arena
of the communication.
4. Cluster Chain:
Cluster chain is mostly used and the dominant pattern of grapevine communication. In
this type one person tells something to some selected trust worthy persons. Some of these
persons may inform a few selected other individuals.
Importance of Informal or Grapevine Communication:
Informal or Grapevine communication is an indispensable part of entire
communication system. Formal communication is compared to arteries of a living being,
whereas, grapevine or informal communication are like veins. Where formal communication
fails to operate, grapevine or informal communication is used.

Characteristics of Informal Communication:
i. It is based on informal relationship;
ii. It grows spontaneously;
iii. It takes the form of gossip;
iv. It is conveyed through conversation, facial expression, body movement, silence, etc.;
v. It does not follow any structured route or channel;
vi. Small groups are formed with like-minded people in such communication:
vii. It is direct and fast;
viii. It is flexible and dynamic in nature.
The advantages of informal communication:
i. Informal communication, being unofficial and personal, promotes a social
relationship among the participants;
ii. Flow of information is fast and is suitable for emergencies;
iii. New ideas, suggestions, opinions may come out through such communication as
people can express their feelings without fear;
iv. It can create an atmosphere congenial for work as the relationship between the
managers and the employees improves;

v. The managers can collect information regarding reaction of the workers, attitude of
the employees of other departments, intention of peer officers through such
communication. It is not possible in the case of formal communication. Thus,
informal communication supplements the formal communication to fulfill the
objective of the organization;
vi. Sharing of information in a free atmosphere makes the picture clear, bringing out the
hidden dimension of the management, if any. It puts an end to misunderstanding and
suspicion;
vii. It is an outlet of expression of complaints, dis-likings, and grievances.
Disadvantages/Limitations of Informal or Grapevine Communication:
Informal Communication has the following disadvantages or limitations:
i. Inaccurate, incomplete and half true information’s are spread through informal
communication as everybody interprets it in his/her own way;
ii. In most cases it is emotional and full of sentiments which can change its meaning;
iii. No one can be held responsible as it is not possible to find out the supplier of wrong
information in the case on an enquiry;
iv. It is not reliable. The managers cannot depend upon such information as it does not
follow any norm and is too loose a system. No decision can be taken depending upon
such communication;
v. It spreads rumors and endangers consolidation and unity of the organization;

vi. It creates conflicts between groups by spreading rumors against them and reducing
their mental strength.
Right Mixture of Formal and Informal Communication:
An appropriate mixture of formal and informal communication makes a business
communication more effective. There is no golden rule of arriving at the right mixture but the
experienced managers and executives who are familiar with the ins and outs of the department
and understand the nature of the employees can find out a proper blend for a particular situation.
While formal communication will help the execution of official orders, informal
communication will assist in improving human relations and work environment.


Reporter : Alcantara, Alfred
Topic : Social System and Organization Culture
a. Understanding a Social System
b. Social Culture
c. Role
d. Status
e. Organizational Culture
SOCIAL SYSTEMS AND ORGANIZATIONAL CULTURE
Social system
 Is a complex set of human relationships interacting in many ways; possible
interactions are as limitless as the stars in the universe.
 Each small group is a subsystem within larger groups that are subsystems of even
larger groups, and so on, until the entire world’s population is included.
Two points stand out in the complex interactions among people in a social system:
1. The behavior of any one member can have an impact, directly or indirectly, on the
behavior of any other. Although these impacts may be large or small, all parts of the
system are mutually interdependent. Simply stated, a change in one part of a system
affects all other parts, even though its impact may be slight.
2. Important point revolves around a system’s boundaries. Any social system engages in
exchanges with its environment, receiving input from it and providing output to it (which
then becomes inputs for its adjacent systems). Social systems are, therefore, open
systems that interact with their surroundings.
UNDER OF SOCIAL SYSTEM:
A. Social Equilibrium
o A system is to be in social equilibrium when its interdependent parts are in dynamic
working balance.
o Equilibrium is a dynamic concept, not astatic one. Despite constant change and
movement in every organization, the system’s working balance can still be retained.
o The system is like a sea: in continuous motion and even suffering substantial disruption
from storms, over time the sea’s basic character changes very little.
B. Functional and Dysfunctional Effects
o If the effects of change are favorable for the system, it has a functional effect. When an
action or a change creates unfavorable effects, such as a decline in productivity, for the
system it has a dysfunctional effect.
Employees can also have functional or dysfunctional effects on the organization.
o They can be creative, productive, and enthusiastic and actively seek to improve the
quality of the organization’s product or service.
o On the other hand, they can be tardy, absent frequently, unwilling to use their talents, and
resistant to organizational changes.
o For employees to exhibit functional behaviors, they need to receive clear expectations
and promises of reward.
o Furthermore, in exchange, the organization needs to receive a commitment from the
employees.
C. Psychological and Economic Contracts
o When employees join an organization, they make an unwritten psychological contract
with it, although often they are not conscious of doing so. This contract is in addition to
the economic contract where time.

o Talent and energy are exchanged for wages, hours, and reasonable working conditions.
o The psychological contract defines the conditions of each employee’s psychological
involvement – both contributions and expectations– with the social system.
o Employees agree to give a certain amount of loyalty, creativity, and extra effort, but in
return they expect more than economic rewards from the system.
o On the other hand, if both their psychological and economic expectations are met, they
tend to experience satisfaction, stay with the organization, and perform well.
o Desirable sense of mutuality has been reached. The psychological contract builds upon
the concept of exchange theory.
SOCIAL CULTURE
 Is an environment of human-created beliefs, customs, knowledge and practices is called
social culture.
 Culture is the conventional behavior of society, and influences all actions of a person
even though it seldom enters into conscious thoughts.
 Social cultures are often portrayed as consistent within a nation, thereby producing a so-
called national culture.
 At the simplest level, national cultures can be compared on the bases of how their
members relate to each other, accomplish work, and respond to change.

 Distinctive social cultures can exist within a nation, as well, as seen in the tragic dispute
between people of various ancestries within the country.
 Social cultures can have dramatic effects on behavior at work. Some of the ways in which
cultures differ include patterns of decision making, respect for authority, treatment of
females, and accepted leadership styles.
 Knowledge of social cultures is especially important because managers need to
understand and appreciate the backgrounds and beliefs of all members of their work unit.
People learn to depend on their culture:
It gives them stability and security, because they can understand what is happening in
their cultural community and know how to respond while in it. This one-culture
dependency may also place intellectual blinders on employees, preventing them from
gaining the benefits of exposure to people from other cultural backgrounds. Cultural
dependency is further compounded under conditions involving the integration of two or
more cultures into the workplace. Employees need to learn to adapt to others in order to
capitalize on the opportunities they present, while avoiding possible negative
consequences.
UNDER OF SOCIAL CULTURE:
A. Cultural Diversity
This cultural diversity or rich variety of differences among people at
work raises the issue of fair treatment for workers who are not in positions of
authority. Problems may persist because of a key difference in this context
between discrimination and prejudice. Discrimination is generally exhibited as
an action, whereas prejudice is an attitude. Either may exist without the other. The
law focuses on an employer’s actions, not feelings. If actions lead to what is
legally determined to be discriminatory results, such actions are unlawful
regardless of the employer’s alleged good intentions.
B. Social Culture Values
Work ethic means that they view work as very important and as desirable
goal in life. They tend to like work and derive satisfaction from it. They usually
have a stronger commitment to the organization and to its goals than do other
employees. These characteristics of the work ethic make it highly appealing to
employers. The work ethic is a subject of continuing controversy.
The available research indicates that two conclusions can be safely reached.
First, the proportion of employees with a strong work ethic varies sharply among
sample groups. Differences depend on factors such as personal background, type of work
performed, and geographical location. The range is quite broad, with the proportion of
employees in different jobs who report that work is a central life interest extending from
15 to 85 percent. Second conclusion, is that the general level of the work ethic has
declined gradually over many decades. The decline is most evident in the different
attitudes between younger and older workers. Not only are younger employees not as
supportive of the work ethic, but the level of support that young people once exhibited
has dropped substantially. It carries serious implications for industrial productivity,
especially as international competition intensifies.
C. Social Responsibility
Every action that organization takes involves costs as well as benefits. Previous
years there has been a strong social drive to improve the cost-benefit relationship to make
it possible for society to gain benefits from organizations and for the benefits to be fairly
distributed.
Social responsibility is the recognition that organizations have significant
influence on the social system and that this influence must be properly considered and
balanced in all organizational actions. The presence of strong social values such as social
responsibility has a powerful impact on organizations and their actions. It leads them to
use socioeconomic model of decision making, in which both social costs and benefits are
considered along with the traditional economic and technical values.
ROLE
 A role is the pattern of actions expected of a person in activities involving others.
 Role reflects a person’s position in the social system, with its accompanying rights and
obligations, power and responsibility.
 In order to be able to interact with one another, people need some way of anticipating
other’s behavior. Role performs this function in the social system.

 A person has roles both on the job and away from it. One person performs the
occupational role of worker, the family role of parent, the social role of club president,
and many others.
UNDER OF ROLE:
A. Roles Perceptions
 The activities of managers and workers alike are guided by their role perceptions, that is,
how they think they are supposed to act in their own roles and how others should act in
their roles.
 Managers perform many different roles, they must be highly adaptive (exhibiting role
flexibility) in order to change from one role to another quickly.
 Supervisors especially need to change roles rapidly as they work with both subordinates
and superiors, and with technical and nontechnical activities.
 When two people, such as a manager and an employee, interact; each one needs to
understand at least three role perceptions.
For a manager, there are three roles are as follows:
1. First, there is the manager’s role perception as required by the job being performed (A).
2. Then there is the manager’s perception of the role of the employee being contacted (B).
3. Finally there is the manager’s perception of his or her role as likely to be seen by the
employee (C).
B. Mentors
 A mentor is a role model who guides another employee (a protégé) by sharing valuable
advice on roles to play and behaviors to avoid.
 Mentors teach advice, coach, and support, encourage, act as sounding boards, and
sponsor their protégés so as to expedite their career progress.
 The advantages of successful mentoring programs include stronger employee loyalty,
faster movement up the learning curve, better succession planning through development
of replacements, and increased level of goal accomplishments.
 Some organizations actually assign protégés to various mentors, but this practice can
create problems of resentment, abuse of power, and unwillingness to serve. As a result,
other firms simply encourage employees to seek out their own mentors.
C. Role Conflict
 When others have different perceptions or expectations of a person’s role, that person
tends to experience role conflict.
 Such conflict makes it difficult to meet one set of expectations without rejecting another.
D. Role Ambiguity
 When roles are inadequately defined or are substantially unknown, role ambiguity
exists, because people are not sure how they should act in situations of this type.
 When role conflict and role ambiguity exist, job satisfaction and organizational
commitment will likely decline.
 On the other hand, employees tend to be more satisfied with their jobs when their roles
are clearly defined by job descriptions and statements of performance expectations.
 A better understanding of roles helps people know what others expect of them and how
they should act. If any role misunderstanding exists when people interact, then problems
are likely to occur.
STATUS
Status is the social rank of a person in a group. It is a mark of the amount of
recognition, honor, esteem, and acceptance given to a person. Within groups, differences
in status apparently have been recognized ever since civilization began. Wherever people
gather into groups, status distinctions are likely to arise, because they enable people to
affirm the different characteristics and abilities of group members.
Individuals are bound together in status systems, or status hierarchies, which
define their rank relative to others in the group. If they become seriously upset over their
status, they are said to feel status anxiety.

 Loss of status – sometimes called “losing face” or status deprivation – is a serious event
for most people; it is considered a much more devastating condition, however, in certain
societies.
 People, therefore, become quite responsible in order to protect and develop their status.
 Since status is important to people, they will work hard to earn it. If it can be tied to
actions that further the company’s goals, then employees are strongly motivated to
support their company.
A. Status Relationship
 High-status people within a group usually have more power and influence than those with
low status.
 They also receive more privileges from their group and tend to participate more in group
activities.
 They interact more with their peers than with those of lower rank. Basically, high status
gives people an opportunity to play a more important role in an organization.
 As a result, lower-status members tend to feel isolated from the mainstream and to show
more stress symptoms than higher-ranked members.
 In a work organization, status provides a system by which people can relate to one
another as they work.

 Without it, they would tend to be confused and spend much of their time trying to learn
how to work together.
 Though status can be abused, normally it is beneficial because it helps people interact and
cooperate with one another.
B. Status Symbols
 The status system reaches its ultimate end with status symbols.
 These are the visible, external things that attach to a person or workplace and serve as
evidence of social rank.
 They exist in the office, shop, warehouse, refinery, or wherever work group congregate.
 They are most in evidence among different levels of managers, because each successive
level usually has the authority to provide itself with surroundings just a little different
from those of people lower in the structure.
 Many organizations have a policy that persons of equal rank in the same department
should receive approximately equal status symbols.
 There maybe some variation between departments, such as production and sales, because
the work is different and rank is not directly comparable.
 In any case, managers need to face the fact that status differences exist and must be
managed successfully.
 Managers have the power to influence and control status relationships somewhat. The
organization gives some status, and it can take some away.
C. Sources of Status
 The sources of status are numerous, but in atypical work situation several sources are
easily identified.
 Education and job level are two important sources of higher status.
 A person’s abilities, job skills, and type of work also are major sources of status.
 Other sources of status are amount of pay, seniority, age, and stock options. Pay gives
economic recognition and an opportunity to have more of the amenities of life, such as
travel.
 Seniority and age often earn for their holder certain privileges, such as first choice of
vacation dates, or the respect of co-workers for their longevity at work.
 Method of pay (hourly versus salary) and working conditions also provides important
status distinctions, such as distinguishing blue-collar and white-collar work.
 Stock options provide employees with the opportunity to share the financial success of
the firm.
D. Significance of Status
Status is significant to organizational behavior in several ways. When employees
are consumed by the desire for status, it often is the source of employee problems and
conflicts that management needs to solve. It influences the kinds of transfers that
employees will take, because they don’t want a low-status location or job assignment. It
helps determine who will be an informal leader of a group, and it definitely serves to
motivate those seeking to advance in the organization.
Some people are status seekers, wanting a job of high status regardless of other
working conditions. These people can be encouraged to qualify themselves for high-
status jobs so that they will feel rewarded.
ORGANIZATIONAL CULTURE
Social (national) culture creates the wide-ranging context in which organizations
operate. It provides the complex social system of laws, values, and customs in which
organizational behavior occurs. Employee behavior(B), according to social psychologist
Kurt Lewin, is a function of the interaction between personal characteristics (P) and the
environment (E)around the person, or B = f(P,E).
Organizational culture is the set of assumptions, beliefs, values and norms that
are shared by an organization’s members. This culture may have been consciously
created by its key members, or it may have simply evolved across time. It represents a
key element of the work environment in which employees perform their jobs.
This idea of organizational culture is somewhat intangible, for we cannot see it or
touch it, but it is present and pervasive. Like the air in a room, it surrounds and affects
everything that happens in an organization. Because it is a dynamic systems concept,
culture is also affected by almost everything that occurs within an organization.

UNDER OF ORGANIZATIONAL CULTURE:
A. Characteristics of cultures
 Organizations, like fingerprints and snowflakes, are unique. Each has its own history,
patterns of communication, systems and procedures, mission statements and visions,
stories and myths which, in their totality, constitute its distinctive culture.
 Cultures are relatively stable in nature, usually changing only slowly over time.
Exceptions to this condition may occur when a major crisis threatens a firm or when two
organizations mere with each other (requiring a careful blending of the two as to avoid
culture clash).
 Most organizational cultures have historically been implicit rather than explicit. More
recently, though, organizations have begun talking about their intended cultures, and
many top leaders see one of their major roles as speaking out about the kind of
environment they would like to create within their firms.
 A final defining characteristic of most cultures is that they are seen as symbolic
representations of underlying beliefs and values.
 Seldom do we read a description of a firm’s culture. More frequently, employees make
inferences about it from hearing stories about the way things are done, from reading
slogans that portray corporate ideals, from observing key artifacts, or from watching
ceremonies in which certain types of employees are honored.

Several other dimensions of culture are important:
1. There is no best culture for all firms; culture clearly depends on the organization’s goals,
industry, nature of competition, and other factors in its environment.
2. Cultures will be more easily recognized when their elements are generally integrated and
consistent with each other; in other words, they fit together like pieces of a puzzle.
3. Most members must at least accept, if not embrace, the assumptions and values of the
culture.
Historically regarding organizational culture:
 Employees seldom talked explicitly about the culture in which they worked; more
recently, culture has become an increasingly acceptable conversation topic among
employees.
 Most cultures evolve directly from top management, who can have a powerful influence
on their employees by what they say.
 However, management’s actions are even more important to watchful employees, who
can quickly detect when managers give only lip service but not true support to certain
ideals, such as customer service and quality products.
 A culture may exist across an entire organization, or it may be made up of various
subcultures – the environment within a single division, branch, plant, or department.
 Finally, cultures have varying strengths – they can be characterized as relatively strong or
weak, depending largely on the degree of their impact on employee behavior and how
widely the underlying beliefs and values are held.

B. Measuring Organizational Culture
 Systematic measurement and comparison of cultures is difficult at best.
 Most early attempts by researchers relied on examination of stories, symbols, rituals, and
ceremonies to obtain clues and construct a composite portrait.
 Others have used interviews and open-ended questionnaires in an attempt to assess
employee values and beliefs.
 In other cases, examination of corporate philosophy statements has provided insight into
the espoused culture (the beliefs and values that the organization states publicly).
 Another approach is to survey employees directly and seek their perceptions of the
organization’s culture.
 One of the more interesting methods is to become member of the organization and
engage in participant observation.
C. Communicating and Changing Culture
 If organizations are to consciously create and manage their cultures, they must be able to
communicate them to employees, especially the newly hired ones.
 People are generally more willing to adapt and learn when they want to please others,
gain approval, and learn about their new work environment.

 Similarly, organizations are eager to have the new employees fit in, and therefore an
intentional approach that helps make this happen is used by many firms.
 These cultural communication acts may be lumped under the umbrella of organizational
socialization, which is the continuous process of transmitting key elements of an
organization’s culture to its employees.
 It consists of both formal methods (such as military indoctrination at boot camp or
corporate orientation training for new employees) and informal means (like the role
modeling provided by mentors).
 All these approaches help shape the attitudes, thoughts, and behavior of employees.
Viewed from the organization’s perspective, organizational socialization is like placing
an organization’s fingerprints on people or stamping its own genetic code on them.
 From the employee’s viewpoint, it is the essential process of learning the ropes to survive
and prosper within the firm. The important point is that socialization can be functional for
both workers and their employers.
 Managers are encouraged to engage in storytelling as a way to forge a culture and build
organizational identity.
 Good stories tap into the emotions of an audience and have proven to be powerful ways
to create shared meaning and purpose.
 Stories convey a sense of tradition, explain how past problems have been solved, convey
personal frailty through tales of mistakes made and learned from, and enhance cohesion
around key values.

 The most memorable stories entertain as well as inform and uplift as well as teach.
 These stories highlight purposeful plots and patterns that the organization cherishes, they
point out consequences of actions, and they provide valuable lessons that carry forward
the wisdom gained through previous years.
 Storytelling, then, is a key means for achieving socialization of employees.


Reporter : Abdulrahman, Sittie Rahma
Topic : Motivation Basis
a. Model of Motivational Drives
b. Human Needs
c. Behavior Modification
MOTIVATION
Motivation describes the wants or needs that direct behavior toward a goal. It is an urge
to behave or act in a way that will satisfy certain conditions, such as wishes, desires, or goals.
Older theories of motivation stated that rational thought and reason were the guiding factors in
human motivation; however, psychologists now believe that motivation may be rooted in basic
impulses to optimize well-being, minimize physical pain, and maximize pleasure.
MOTIVATION BASIS
A Model of Motivational drives
There are Four main drives that motivate employees
1. Acquire and achieve. This area focuses on acquiring resources, status, and possessions,
which means that leaders should optimize extrinsic incentive programs around this drive.
For instance, recognizing outstanding performance by offering perks frequently generate
as much motivation for enhancing career paths as financial rewards. In other words,
achievement awards and titles can boost engagement significantly.
2. Bond and belong. Understanding that employees thrive on developing relationships
inside the organization and with clients is essential.
Employees need to create connections, perceive a fit with the corporate culture, and
engage with others. Nevertheless, systems, processes, and rules can prevent this, so it is
essential that opportunities for connecting and interacting with team members are
available.
3. Create and challenge. Employees perform better when they are engaged and learning on
the job. Motivation centers around attaining mastery, learning, improving, and creating.
Creating challenges for employees provides opportunities to learn and grow.
4. Define and defend. An organization’s reputation, moral bearing, and company culture all
influence workplace motivation. Those who are driven to protect their status,
relationships, and ideas also need to clarify their purpose in the company. The business
can activate the define and defend drive inclusively, but usually it’s smaller sub-groups
within the business that drive it.
HUMAN NEEDS
Maslow’s hierarchy of needs is used to study how humans behavioral motivation. Maslow used
the terms “physiological”, “safety”, “belonging and love”, “social needs” or “esteem”, and “self-
actualization” to describe the pattern through which human motivations generally move.
This means that in order for motivation to arise at the next stage, each stage must be satisfied
within the individual themselves. Additionally, this theory is a main base in knowing how effort
and motivation are correlated when discussing human behavior.
We have Five (5) Maslow’s hierarchy of needs :
1. Self – actualization
Achieving one’s full potential, including creative activities.
2. Esteem needs
This include prestige, feeling of accomplishment.
3. Belongingness & love needs
This includes intimate relationships, family and friends.
4. Safety needs
This includes the security, and your safety.
5. Physiological needs
This includes, food, water, warmth and rest.

BEHAVIOR MODIFICATION
What is Behavior Modification?
Behavior modification refers to the techniques used to try and decrease or increase a
particular type of behavior or reaction. This might sound very technical, but it’s used very
frequently by all of us. Parents use this to teach their children right from wrong. Therapists use it
to promote healthy behaviors in their patients. Animal trainers use it to develop obedience
between a pet and its owner. We even use it in our relationships with friends and significant
others. Our responses to them teach them what we like and what we don’t.
The purpose behind behavior modification is not to understand why or how a particular
behavior started. Instead, it only focuses on changing the behavior, and there are various
different methods used to accomplish it. This includes:
 Positive reinforcement
 Negative reinforcement
 Punishment
 Flooding
 Systematic desensitization
 Aversion therapy
 Extinction
Seven characteristics of Behaviors modification
1. A strong emphasis on defining problems in terms of measurable behavior
2. Making environmental adjustments to improve functioning

3. Precise methods and rationales
4. Dynamic real-life application of techniques
5. Techniques grounded in learning and behavior theory
6. Scientific demonstration linking the imposed technique with behavior change
7. Strong emphasis on accountability


Reporter : Abdulmalic, Saaduden G.
Topic : Motivational Application
a. The Expectance Model
b. Comparison Model
c. Interpreting Motivational Models
Motivational Applications
Motivational applications, at its most basic, motivation can be defined as the fulfillment
of various human needs. These needs can encompass a range of human desires, from basic,
tangible needs of survival to complex, emotional needs surrounding an individual's
psychological well-being
Application of motivation
In organizations motivation factors have been used to increase the performers of the
workers by increasing their salaries and allowances which in turn increases the level of
production and then raises the living standard.
Without motivation, you can't achieve anything. Motivation is an important life skill. The
reason it's important is because every person on this earth is unique and has a purpose. To
steward your purpose well, you have to be motivated to work towards your goals which helps
your dreams become a reality.
THE SIX TYPES OF MOTIVATION.
1. Rewards / incentives – “I want to get [specific reward], so I’m going to do [action]
2. Fear of consequences – “I want to avoid [bad thing], so I’m going to do [action]
3. Achievement – “I want to achieve [triumph, milestone, award, public recognition], so I’m
going to do [action]
4. Growth – “I want to feel like I am continually improving, progressing, moving forward, so I’m
going to do [action]
5. Power – “I want to feel strong, powerful and influential, so I’m going to do [action]
6. Social factors – “I want to feel a sense of belonging, like I am part of a tribe, coven or
community, so I’m going to do [action]
Why is motivation important in organizational behavior?
There are several reasons why employee motivation is important. Mainly because it
allows management to meet the company's goals. Motivated employees can lead to increased
productivity and allow an organization to achieve higher levels of output. Imagine having an
employee who is not motivated at work.
A. THE EXPECTANCE MODEL
Expectancy theory, initially put forward by Victor Vroom at the Yale School of
Management, suggests that behavior is motivated by anticipated results or consequences. Vroom
proposed that a person decides to behave in a certain way based on the expected result of the
chosen behavior.
Expectancy Model has three components:
1. Expectancy, the state of thinking or hoping that something, especially something
pleasant, will happen or be the case.
2. Instrumentality, is a government agency or corporation that acts independently in
carrying out work for public good

3. Valence, also spelled valency, in chemistry, the property of element that determines the
number of other atoms with which an atom of the element can combine.
What is model of expectancy in motivation?
Expectancy theory (16/9) (or expectancy theory of motivation) proposes that an
individual will behave or act in a certain way because they are motivated to select a specific
behavior over others due to what they expect the result of that selected behavior will be.
B. COMPARISON MODELS
Comparison bar models are a simple and intuitive way to help learners visualize all sorts
of problems. You can apply them across the curriculum for any problem where learners need to
compare two or more amounts. Let's look at how comparison bar models work and explore ideas
for using them in your classroom.
C. THE INTERPRETING MOTIVATIONAL MODEL
At a simple level, it seems obvious that people do things, such as go to work, in order to
get stuff they want and to avoid stuff they don't want.
Interpreting Motivational Models
All models have strengths and weaknesses
All add to understanding of motivational process
Interpreting Motivational Model

 Several different models have been studied. All of these models have strength and
weaknesses, advocates and critics.
 No model is perfect, but all of them add something to our understanding of motivational
process
 Manages are encouraged to combine the perspectives of several motivational models to
create a complete motivational environment for their employees.


Reporter : Pacalundo, Lailanie
Topic : Leadership
a. The Nature of Leadership
b. Behavioral Approaches to Leadership Style
c. Contingency Approaches to Leadership Style
d. Emerging Approaches to Leadership
SUMMARY
Leadership
Leadership is defined as the ability to influence others. Leadership is the work that is done by
the leader.
 It is also defined as the capacity to influence as a group towards the realization of a goal.
Leaders are required to develop a future vision and to motivate the organizational
members to achieve the visions.
 According to Koontz and O'Donnell, “Leadership is the process of influencing people
so that they will strive willingly towards the achievement of group goals.”.
Nature of Leadership
 Leadership derives from the power and is similar to, yet distinct from, management. In
fact, “leadership” and “management” are different. There can be leaders of completely
unorganized groups, but there can be managers only of organized groups. Thus it can be
said that a manager is necessarily a leader but a leader may not be a manager.
 Leadership is essential for managing. The ability to lead effectively is one of the keys to
being an effective manager because she/he has to combine resources and lead a group to
achieve objectives.
 Leadership and motivation are closely interconnected. By understanding motivation, one
can appreciate better what people want and why they act as they do. A leader can
encourage or dampen workers’ motivation by creating a favorable or unfavorable
working environment in the organization.
 The essence of leadership is followership. In other words, it is the willingness of people
to follow a person that makes that person a leader. Moreover, people tend to follow those
whom they see as providing a means of achieving their desires, needs and wants.
 Leadership involves an unequal distribution of power between leaders and group
members. Group members are not powerless; they can shape group activities in some
ways. Still, the leader will usually have more power than the group members.
 Leaders can influence the followers’ behavior in some ways. Leaders can influence
workers either to do ill or well for the company. The leader must be able to empower and
motivate the followers to the cause.
 The leader must co-exist with the subordinates or followers and must have a clear idea
about their demands and ambitions. This creates loyalty and trust in subordinates for their
leader.
 Leadership is to be concerned about values. Followers learn ethics and values from their
leaders. Leaders are the real teachers of ethics, and they can reinforce ideas. Leaders need
to make positive statements of ethics if they are not hypocritical.
 Leading is a very demanding job both physically and psychologically. The leader must
have the strength, power, and ability to meet the bodily requirements; zeal, energy, and
patience to meet the mental requirements for leading.
Behavioural Approaches to Leadership
The nearly four decades of research that focused on identifying the personal traits
associated with the emergence of leaders and leader effectiveness resulted in two observations.
First, leader traits are important—people who are endowed with the “right stuff” (drive, self-
confidence, honesty, and integrity) are more likely to emerge as leaders and to be effective
leaders than individuals who do not possess these characteristics. Second, traits are only a part of
the story. Traits only account for part of why someone becomes a leader and why they are (or are
not) effective leaders.
Contingency Theory
The contingency theory of leadership supposes that a leader’s effectiveness is contingent on
whether or not their leadership style suits a particular situation. According to this theory, an individual
can be an effective leader in one circumstance and an ineffective leader in another one. To maximize
your likelihood of being a productive leader, this theory posits that you should be able to examine each
situation and decide if your leadership style is going to be effective or not. In most cases, this requires
you to be self-aware, objective and adaptable.
Emerging Approaches to Leadership
Leadership is a term that conjures up different images in different people while to some it
means charisma, to other, it means power and authority. Leadership skills emerge out of
spontaneity and contagion needs, spontaneity refers to the need for initiating a wide range of
activities or creating opportunities for other with a view to influence people. In contracts, people
with contagion needs are influenced by others and will develop leadership skills. In fact,
effective leadership is the mixture of both needs.
There are different approaches emerging in the field of leadership. Some of them are:
1. Attribution theory of leadership: It deals with people trying to make sense out of
cause-effect relationships. When something happens, they want to attributes it to
something. This theory tells that leadership is merely an attribution that people make
about other individuals. Effective leaders are generally considered consistent or
unwavering in their decisions.

2. Charismatic leadership theory: Followers make attributions of heroic or
extraordinary abilities when they observe certain behaviors. Some examples of
charismatic leaders are John F. Kennedy, Martin Luther King, Jr. Walt Disney, Ted
Turner, Barack Obama etc. They are found to have extremely high confidence,
dominance and strong convictions in his or her beliefs.
3. Transactional or transformational leadership: Transactional leaders guide or
motive their followers in the direction of established goals and clarifying role and
task requirements. Transactional leader, on the other hand, inspired followers to
transcend their own self-interests for the good of the organization, and they are
capable of having a profound and extraordinary effect on his or her followers.
Transformational leadership is about leading, changing the organizations strategies
and culture so that they have a better bit with the surrounding environment. They are
change agents who energies employees and direct them to a new set of corporate
values and behaviors.
4. Visionary leadership: The ability to create and articulate a realistic, credible,
attractive vision of the future for an organization unit that grows out of and improves
upon the present. This vision, if properly selected and implemented, is so energizing
that leads to great success of the organization. A vision has clear and compelling
imagery that offer an innovative way to improve, which recognizes and draws on
traditions, and connects to action that people can take to realize change. Vision taps
people’s emotions and energy, properly articulated a vision creates the enthusiasm
that people have for sporting events and other leisure time activities, binging the
energy and commitment to the workplace.

RESPSONSE
Still under the influence of the great man theory of leadership, researchers
continued to focus on the leader in an effort to understand leadership—who
emerges and what constitutes effective leadership.
In the workplace, there are dozens of factors that can affect a leader’s effectiveness. These include
things like the size of the team, the scope of a project and the expected delivery date for a result.
Different leaders, each with unique leadership styles, will respond to these variables in different ways.
Contingency theorists would say that no matter how successful a leader is, there will always be a
particular situation that will challenge them. Therefore, leaders must be willing to acknowledge the fact
that their success depends partially on their circumstances in addition to their personal skills.
Leadership thus, plays a crucial role in organizational dynamics. It fill many of the voids left in
conventional organization design, allows for greater organizational flexibilities and
responsiveness to environmental changes, provides a way to coordinate the effort of diverse
groups within the organization, and facilitates organizational membership and personal needs
satisfaction. It is the quality of managerial leadership that often differentiates effective from
ineffective organizations. Therefore, rational leader should know different emerging approach of
the leadership and also they should be aware of current issue in leadership.

Reporter : Usman, Johannah C.
Topic : Appraising and Rewarding Performance
a. Money as a means of Rewarding employees
b. Organizational Behavior and Performance Appraisal
c. Economic Incentive System
d. A complete program
Appraising and Rewarding Performance
Reward System -consists of all organizational components involved in allocating compensation

and benefits to employees in exchange for their contribution to the organization including:
 People
 Processes
 Rules
 Procedures
 Decision-making activities
Reward’s Purposes and Roles
Purposes – To attract, retain, and motivate qualified employees • Roles of compensation

structures
 To be equitable and consistent

 To be a fair reward for the individual’s contribution
 To be competitive in the external labor market
Money as Means of Rewarding Employees
 Money is an economic value as a medium of exchange

 Money is also a social medium of exchange
 Differences in meaning of money by gender and culture
 Money is an important motivator
Application of Money to Motivational Models
 Drives - Achievement –oriented employees monitor their total pay and compare it with
others
 Needs – Herzberg model, pay is viewed as a maintenance factor. Other need-based
models, pay is seen as in its capacity to satisfy lower-order needs (i.e. Maslow and
Alderfer’s existence needs)
 Equity - employees identify and compares personal costs and rewards to determine
equality
Extrinsic and Intrinsic Rewards
 Money is essentially an extrinsic reward rather than an intrinsic one

 Extrinsic – are external rewards that occur apart from the nature of work , providing no
direct satisfaction at the time the work is performed
Organizational Behavior and Performance Appraisal
 Performance Appraisal – a process of evaluating the performance of employees, sharing

that information with them, and searching for ways to improve their performance
Allocate resources
 Motivate and reward employees

 Give feedback
 Maintain fair relationships with groups
 Coach and develop employees
 Comply with regulation
Appraisal System
Part of appraisal system which requires supervisor to assess employees on various aspects
Productivity.
 Behavior
 Personal traits
 Quality of work
 Quantity of output
 Attendance
Appraisal Interview - A session in which the supervisor provides: † feedback to the employee on
past performance † discusses any problem † invites a response † opportunity to motivate the
employee
Suggested Approaches on Appraisal Interview
 Is knowledgeable about the employee’s job

 Has previously set measurable performance standards
 Has gathered specific evidence frequently about performance
 Seeks and uses inputs from other observers in the organization
 Limits amount of criticism to a few major items • Provides support, acceptance, and
praises for a task well done • Listens actively to employee’s inputs and reactions • Share
responsibility for outcomes and offer future assistance • Allow participation in discussion
Performance Feedback
 Helps employees know what to do and how well they are meeting their goals
 Enhances an employee’s self-image and feeling of competence
 Lead to both improved performance and improved attitudes
 Attribution: the process by which people interpret and assign causes for their own and
others’ behavior
A complete Reward Program
I. Incentive
1. Base Pay and Skill Based pay

 Job analysis and wage survey rate jobs comparing one job with another to
determine base pay.
 Motivate employees to progress to jobs of higher skills and responsibility
2. Performance Rewards
Performance approach and incentives race employees on their performance and

reward their contribution
3. Profit Sharing
 Profit sharing rates the company in terms of the its general economic performance
and rewards employees to improve performsnce on the job.
II. Non Incentive

 Seniority pay rewards workers for extended service
 Overtime pays workers for working overtime


Reporter : Eppie, Acemael S.
Topic : Interpersonal Behavior
a. Interpersonal Behavior
b. Assertive Behavior
c. Transactional Analysis
d. Power and Politics
EMPLOYEE ATTITUDES AND THEIR EFFECTS
A. NATURE OF EMPLOYEE ATTITUDES – is a psychological state of mind
Employees on the workplace may have either a positive or negative attitudes towards products or
services, specific work tasks, co-workers or management, or the organization as a whole.
-- Positive Attitude has the ability to engage employees in their work. Positive
attitudes lead to optimistic exchanges that promote growth and progressiveness.
Communication is enhanced, teams perform better, morale is increased and productivity
improves. People thrive when they are immersed in a positive experience.
-- Negative Attitude, in the workplace – whether yours, your employees, your co-
workers or your boss, might include laziness, tardiness, rudeness, rumor mongering or
any other attitude or activity that lower overall morale. Sometimes
B.EFFECTS OF EMPLOYEE ATTITUES – one aspect of employees’ attitudes is the
impact it can have on the people around them. People with a positive attitude can lift the spirit of
their co-workers, while the negative attitude can lower their spirit. “Attitudes may affect both the
employee’s work performance and the performances of co-workers.
Ex. : TEAM WORK – An employee’s attitude has an impact on how she
functions as part of a team. For instance, as many companies attempt to create a more
diverse workplace, employees may need to work with people of a different race,
nationality or gender than they have I the past..

C. STUDYING JOB SATISFACTION – can influenced by a person’s ability to complete
required tasks, the level of communication in an organization, and level of communication in an
organization, and the way management treats employees.
IMPORTANT IN JOB SATISFACTION
Between a high salary and job satisfaction, job satisfaction is definitely more
important. You can get a good pay but if you are not happy there’s no point to it.
D. SURVEY DESIGN AND FOLLOW-UP
 Online Survey: nowadays, one of the most popular types is an onlne survey
 Paper Survey: As the name suggests, this survey uses the traditional paper and pencil
approach.
 One-to-one interviews
E. CHANGING EMPLOYEE ATTITUDES – one of the best way to change the
employee attitudes is to motivate the employee. Motivation, one of the most critical skills
for effective leadership and management is the ability to motivate others. Refers to those
wishes, desires, drives that stimulate or activate a man to do things.
-- Is something that moves a persons to action. It is largely based on individual
needs and perception.

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Republic of the Philippines

BANGSAMORO AUTONOMOUS REGION IN MUSLIM MINDANAO

Name : Faidah O. Palawan

Human Behavior can be defined as the actions of a person in response to external or

that person will do if something happens.

Approving or disapproving human behavior is known as evaluation behavior. Many of us

should get in touch with the psychiatrist of psychologist in your city.

Classification of Human Behavior

stimuli, human behavior can be divided into different types.

Molecular Behavior- it is an unexpected behavior that occurs without thinking. One

example is suddenly closing eyes something is about to this eyes.

changes the way when she or he sees a harmful thing.

2. Overt and Covert Behavior

covert behavior because no one can see us thinking.

3. Voluntary and Involuntary Behavior

Voluntary Behavior- is a type of behavior that depends on human want. We can

characterize walking, speaking, and writing as voluntary behaviors.

Breathing air is a perfect example of involuntary behavior

Four popular types of Personalities

not trust people.

they can be supportive as well.

It is important to mention that a single person may become optimistic, pessimistic,

relationship with their employees.

Every individual is unique based on their experiences and knowledge. Organizational

structure that can act in their employee’s interest.

lowers stress levels.

workstations can cause collaboration to suffer.

spoke of Principle of Efficiency.

efforts for a given purpose.

Some of those principles are discussed as follows:

4. Principle of Authority and Responsibility

10. Principle of Unity of Command

13. Principle of Efficiency

14. Scalar Principle

Name : Faidah O. Palawan

Why Organizational Behavior System?

All organizations achieve goals by creating, communicating and operating a system.

Elements of an Organizational Behavior System

Philosophy of Organizational Behavior

activities, and the way they should be.

 Five major organizational behavior philosophies includes autocratic, custodial,

supportive, collegial and system.

Selected Element of a Philosophy Statement

 We are committed to quality, cost-effectiveness, and technical excellence.

 Each person is valuable, is unique, and makes a contribution.

 All employees should be unfailingly committed to excellent performance.

members must be reliable and committed to the team.

 Open communications are important for attaining success.

 Decision should be reached participatively.

Two Sources of Philosophy of Organizational Behavior

useful in guiding our behavior.

off meeting one value over another.

 It represents a challenging portrait of the organization and its members can be – a

possible, and desirable future.

major changes lie ahead.

 Once the vision is established, persistent and enthusiastic communication is required to

is likely to have, and the reasons for its existence.

 It is more descriptive and less future-oriented than vision.

 Need to be converted to goal to become operational and useful.

within set periods of time, such as one to five years.

FIVE (5) MODELS OF ORGANIZATIONAL BEHAVIOR SYSTEM

o The basis of this model is power with a managerial orientation of authority.

o The employee need that is met is subsistence.