Module Hbo

Colegio de Dagupan
School of Business and Accountancy

Human Behavior in Organization
MODULE 1: OVERVIEW OF ORGANIZATIONAL BEHAVIOR
Learning Outcomes:
At the end of this module, students are expected to:
1. Define Human behavior and Organizational behavior (OB)

2. Understand the benefits of studying OB
3. Discuss the brief history of OB
4. Relate the ethics with OB
What is Human Behavior?

Human behavior refers to the physical actions of a person reflective of his behaviors.
These actions maybe similar or different when he is in or out of organizations.
Human behavior in organizations is referred to as organizational behavior.
What is Organizational Behavior?

Organizational behavior is defined as the study of human behavior in organization, of
the interaction between individuals and the organization, and of the organization itself.
Goals of OB
1. To explain behavior
2. To predict behavior
3. To control behavior
Elements of OB
1. People
- Consisting of individual persons and groups.
- Either formal or informal group.
2. Structure
- Defines the formal relationship of people in the organization
- Describes how job tasks are formally divided.
3. Technology
- Refers to the combination of resources, knowledge, and techniques which
affects the task that they perform.
4. Environment
- Refers to the forces outside the organization that potentially affect the
organization’s performance.
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The Benefits of Studying Organizational Behavior
1. Development of people skills

- The skill in doing his work and skill in relating with people.
2. Personal growth
- Knowledge of the behavior of others will help the person understand his own
behavior.
3. Enhancement of organizational and individual effectiveness
- Knowledge of OB is very useful in making the right decisions, where
effectiveness follows.
4. Sharpening and refinement of common sense
- Improvements in this type of ability can be made and great benefits can be
derived.
A Brief History of Organizational Behavior
The origins of OB can be traced to the following:
1. The human relations approach

a. The scientific management approach
b. The human relations approach
2. The personality theories
a. Freud’s model
b. The behaviorist approach
c. The humanist approach
Frederick W. Taylor
- A well-known disciple of the scientific management movement.

- The primary purpose of scientific management was the application of
scientific methods to increase the individual worker’s productivity.
Elton Mayo
- Conducted the Hawthorne studies which determined the effect of hours of

work, periods of rests and lighting have on worker fatigue and productivity.
- Discovered that the social environment have an equal if not greater effect on
productivity than the physical environment.
- Concluded that social interaction is a factor for increased productivity.
Sigmund Freud
- Brought the idea that people are motivated by more than conscious logical
reasoning.
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- Believed that irrational motives in the subconscious mind determines the
majority of people’s behavior.
Behaviorist Approach
- J. B Watson formulated the theory about learned behavior. It indicates that

a person can be trained to behave according to the wish of the trainer.
- B. F Skinner has his theory on behavior modification. It concludes that when
people receive a positive stimulus for what they have done, they will repeat
their behavior and when they receive no response to the action, they will not
repeat it.
- Carl Rogers focused on the person as an individual instead of a rigid
methodology. He believes that people should acquire their own values and
attitudes rather than be committed to a fixed set of prescribed goals.
- Fritz Perl’s contribution is the Gestalt psychology. The object is to integrate
conflicting needs into an organized whole, in which all parts of a person work
together towards growth and development.
- Abraham Maslow’s model espouses the idea of developing the personality
toward the ultimate achievement of human potential. To achieve this
objective, the person must work his way up the succeeding steps of a
hierarchy of needs. This process is referred to as self-actualization.
Ethics and Organizational Behavior
Ethics refers to the set of moral choices a person makes based on what he or she ought
to do.
Organizational ethics are moral principles that define right or wrong behavior in
organizations.
Ethical behavior is a behavior that is accepted as morally “good” and “right” as opposed
to “bad” and “wrong”.
What constitutes right and wrong behavior in organization is determined by:
1. The public
2. The interest groups
3. Organizations
4. The individual’s personal moral and values
Ethical Issues
1. Conflict of interest
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- Conflict exists when a person is in the position of having to decide whether to
advance the interests of the organization or to operate in his or her own
personal interests.
2. Fairness and honesty
- Ethical behavior demands that beyond obeying the law, they should not
knowingly harm customers, clients, and competitors.
3. Communication
- Organizations that provide false and misleading information about their
products and services.
4. Relationships within the organization
- People can become victim of organizations that provide false and misleading
information about their products and services.
Module 1: Exercise
I. Fill in the blanks.
1. _______________ refers to the physical actions of a person that can be seen or

heard such as smiling or whistling.
2. _______________ is the study of human behavior in organizations, of interaction
between individual and organization, and of the organization itself.
3. The _______________ defines the formal relationship of people in the
organization.
4. To succeed in his chosen career, the person needs skill in doing his work and
________________.
5. The elements of OB are people, structure, technology, and ________________.
6. ________________ is the well-known disciple of the scientific management
approach.
7. ________________ formulated the theory of learned behavior.
8. ________________ refers to the set of moral choices a person makes based on
what he or she ought to do.
9. ________________ are moral principles that defines right or wrong behavior in
organizations.
10. What constitutes right and wrong behavior in organization is determined by the
public, interest groups, ________________ and the individual’s morals and
values.
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II. Match column A with column B.
A B
_____ 1. To explain behavior A. When right decisions are made
_____ 2. Environment B. Disciples of the human relations
_____ 3. Personal growth approach
_____ 4. Effectiveness follows C. People are motivated by far
_____ 5. Elton Mayo and others more than conscious logical
_____ 6. Sigmund Freud’s idea reasoning
_____ 7. B.F. Skinner’s theory
D. Behavior modification
_____ 8. A society with regard for
E. Will disintegrate after period of
morals
_____ 9. An ethical issue time
F. Moral principles that define
right or wrong behavior in
organizations
G. Conflict of interest
H. Benefit of studying OB
I. A goal of OB
J. An element of OB
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MODULE 2: INDIVIDUAL DIFFERENCES, MENTAL ABILITY, AND PERSONALITY
Learning Outcomes:
At the end of this module, the students are expected to:
1. Define what individual differences are

2. Lists the consequences of individual differences
3. Identify what makes people different from each other
a. Demographic diversity
b. Aptitude and ability
c. Personality
d. Emotional intelligence
e. Physical ability
Individual Differences
Individual differences refer to the variation in how people respond to the same situation
based on personal characteristics.
Consequences Arising Out of Individual Differences
1. Differences in productivity
2. Differences in the quality of their work
3. Differences in how people react to empowerment
4. Difference in how people react to any style of leadership
5. Difference in terms of needs for contact with other people
6. Difference in terms of commitment to the organization
7. Difference in terms of level of self-esteem.
What Makes People Different From Each Other
a. Demographic Differences
- Gender Differences
o The differences in the perception of male and female roles are
referred to as gender differences.
o Men and women are not different along the following concerns:
problem solving abilities; analytical skills; competitive drive;
motivation; learning ability; and sociability.
- Generational and Age-Based
o a worker that belongs to a certain generation may have differently
from a worker who belongs to another.
o Differences in the ages of workers also bring about expectations of
differences in the behavior of workers.
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o This is seen most often in age difference since age is associated with
experience.
- Culture
o It refers to the learned and shared ways of thinking and acting among
a group of people or society.
b. Aptitude and ability

Aptitude is defined as the capacity of a person to learn or acquire skills.
Ability refers to an individual’s capacity to perform the various tasks in a job.
Factors of a Person’s Overall Abilities

- Physical abilities refer to the capacity of the individual to do tasks demanding
stamina, dexterity, strength, and similar characteristics.
- Mental abilities refer to the capacity to do mental activities such as thinking,
reasoning, and problem solving.
Dimensions of Physical Ability
1. Dynamic strength- the ability to exert muscular force repeatedly or continuously over
time.
2. Trunk strength – the ability to exert muscular strength using the trunk muscles.
3. Static strength – the ability to exert force against external objects.
4. Explosive strength – the ability to expend a maximum of energy in one or a series of
explosive acts.
5. Extent flexibility – the ability to move the trunk and back muscles as far as possible.
6. Dynamic flexibility – the ability to make rapid, repeated flexing movements.
7. Body coordination – the ability to coordinate the simultaneous actions of different
parts of the body.
8. Balance – the ability to maintain equilibrium despite forces pulling off balance.
9. Stamina – the ability to continue maximum effort requiring prolonged effort over
time.
Various Theories of Intelligence
1. Dimensions of Intellectual Ability

- Cognitive Intelligence refers to the capacity of a person to acquire and apply
knowledge including solving problems
- Social intelligence refers to a person’s ability to relate effectively with others.
- Emotional intelligence refers to a person’s qualities such as understanding
one’s own feelings, empathy for others, and the regulation of emotion to
enhance living.
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- Cultural intelligence refers to an outsider’s ability to interpret someone’s
unfamiliar and ambiguous behavior the same way that person’s compatriot
would.
2. The Triarchic Theory of Intelligence by Robert Sternberg
- Componential intelligence involves components for mental processes used in
thinking.
- Experiential intelligence is a type of intelligence that is required for
imagination and combining things in novel ways
- Contextual intelligence requires adapting to, selecting, and shaping our real-
world environment. It incorporates the ideas of common sense, wisdom, and
street smarts.
3. Multiple Intelligences by Howard Gardner
a. Linguistic
- sensitive to language meanings, and the relations among words. Able to
communicate through language including reading, writing, and speaking.
b. Logical – mathematical
- Covers abstract thought, precision, counting, organization, and logical

structure, enabling the individual to see relationship between objects.
c. Musical
- Create and understand meanings made out sounds and to enjoy different
types of music
d. Spatial
- Enables people to perceive and manipulate images in their brain and to re-
create them from memory.
e. Bodily – kinesthetic
- Enables people to use their body and perceptual and motor systems in skilled
ways.
f. Intrapersonal
- Highly accurate understanding of himself or herself
g. Interpersonal
- Makes it possible for persons to recognize and make distinctions among the
feelings, motives, and intentions of others.
h. Naturalist
- Possesses the ability to seek patterns in the external physical environment.
Personality
Refers to the sum total of ways in which an individual reacts and interacts with
others.
The “ways” are the patterns of behavior that are consistent and enduring.
Determinants of Personality
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1. Hereditary factors are those factors that are determined at conception
2. Environmental factors are those that exert pressures on the formation of an
individual’s personality.
Kinds of Environmental Factors
1. Cultural factors
- Refers to the established norms, attitudes, and values that are passed along
from one generation to the next and creates consistency over time.
2. Social factors
- Refers to those that reflects family life, religion and the many kinds of formal
and informal groups in which the individual participants throughout his life.
3. Situational factors
- Indicate that the individual will behave differently in different situations.
Kinds of Personality Factors and Traits
1. Emotional stability
- Characterizes one as calm, self-confident, and secure.
- A person who possesses in a high degree of emotional stability can be
expected to withstand stress.
2. Extraversion
- Someone who is sociable, gregarious, and assertive.
3. Openness to experience
- A person who is imaginative, cultured, curious, original, broad – minded,
intelligent, and artistically sensitive.
4. Agreeableness
- It refers to the person’s interpersonal orientation.
- An agreeable person is cooperative, warm, and trusting.
5. Conscientiousness
- It refers to a person’s reliability.
6. Self-monitoring behavior
- It reflects a person’s ability to adjust his or her behavior to external,
situational, or environmental factors.
7. Risk taking and thrill seeking
- It refers to the person’s willingness to take risk and pursue thrills that
sometimes are required in the workplaces.
8. Optimism
- It refers to the tendency to experience positive emotional states and to
typically believe that positive outcomes will be forthcoming from most
activities.
Emotional Intelligence
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The concept of emotional intelligence or emotional quotient was introduced by Daniel
Goleman.
It refers to the ability of the person to accurately perceive, evaluate, express and
regulate emotions and feelings.
Five Components of EQ
1. Self-regulation – it refers to the ability to calm down anxiety, control impulsiveness, and
react appropriately to anger.
2. Motivation – it refers to the passion to work for reasons that go beyond money or
status.
3. Empathy – it refers to the ability to respond to the unspoken feelings of others.
4. Self-awareness – it refers to the awareness of one’s own personality or individuality.
5. Social skills – it refers to the proficiency to manage relationships and building networks.
Module 2: Exercise

1. ________________ refers to the variation on how people respond to the same
situation based on personal characteristics.
2. People are different in terms of demographics, aptitude, and ability and
________________.
3. The sources of demographic diversity are gender, generational differences and
age and ________________.
4. The dimensions of culture are social and ________________.
5. A person’s overall abilities consist of physical and ________________.
6. ________________ is the ability to exert force against external objects.
7. The dimensions of intellectual ability consist of cognitive, social, emotional, and
________________.
8. The three important parts of intelligence are componential intelligence,
experiential intelligence, and ________________.
9. The personality of an individual is a result of both hereditary and
________________ factors.
10. ________________ is a personality factor that characterizes one as calm, self-
confident, and secure.
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A B
_____ 1. People differ in A. A person’s overall abilities
productivity B. The learned and shared ways of
_____ 2. Demographics thinking and acting among a group of
_____ 3. Analytical skills people
_____ 4. Culture C. The person’s ability to relate with
_____ 5. Physical and mental others
_____ 6. Dynamic flexibility
D. Also referred to as analytical
_____ 7. Social intelligence
intelligence
_____ 8. Componential intelligence
_____ 9. Naturalist E. Persons with this intelligence possess
_____ 10. Personality the ability to seek patterns in the
external physical environment
F. The sum total of ways in which
individual reacts and interacts with the
others
G. The ability to make rapid, repeated
flexing movements
H. A consequence arising out of
differences between people
I. A reason why people are different from
each other
J. Men and women are not different along
this concern
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MODULE 3: LEARNING, PERCEPTION AND ATTRIBUTION
Learning Outcomes:
1. Define learning, theories of learning and perception

2. List the factors influencing perception
3. Define what attribution is
4. List common attribution errors
5. List factors that influence attribution and shortcuts used in forming impressions of
others.
Learning
It is defined as a relatively permanent change in behavior or knowledge due to

experience.
Theories of Learning
1. Classical conditioning is defined as a type of learning in which a stimulus acquires the

capacity to evoke a response that was originally evoked by another stimulus.
2. Operant conditioning is a type of learning where people learn to repeat behaviors that
bring them pleasurable outcomes and to avoid behaviors that lead to uncomfortable
outcomes.
3. Social learning is the process of observing the behavior of others, recognizing its
consequences, and altering behavior as a result.
Perception
It is the process by which peopled select, organize, interpret, retrieve, and respond to
information from their environment.
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Factors Influencing Perception
1. The Perceiver
- The person who perceives the target.
- Factors influencing the perceiver: his past experiences, his needs or motives,
his personality, and his values and attitudes
2. The Target
- The person, object, or event that is perceived by another person.
3. The situation
- The situational factors that affect perception are: time, work setting, and
social setting.
Attribution
It is the process by which people ascribe causes to the behavior they perceive.
Common Attribution Errors
a. The fundamental attribution errors

- The tendency to underestimate the influence of external factors and
overestimate the influence of internal or personal factors in the behavior of
others.
b. The self-serving bias
- Type of attribution error whereby people tend to attribute their achievements
to their good inner qualities, whereas they attribute their failures to adverse
factors within the environment.
Factors that Influence Attribution
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1. Distinctiveness
- The consideration given to how consistent a person’s behavior is across
different situations.
2. Consensus
- This refers to the likelihood that all those facing the same situation will have
similar responses.
3. Consistency
- This refers to the measure of whether an individual responds the same way
across time.
Selective Perception
It happens when a person selectively interprets what he sees on the bias of his
interests, background, experience, and attitudes.
Halo Effect
It occurs when one attribute of a person or situation is used to develop an overall

impression of the person or situation.
Contrast Effects
It is defined as evaluations of a person’s characteristics that are affected by comparisons

with other people recently encountered who rank higher or lower on the same characteristics.
Projection
Projection is attributing one’s own thoughts, feelings or motives to another. It is likely to

occur in the interpretation stage of perception.
Stereotyping
Stereotyping refers to judging someone on the basis of one’s perception of the group to
which that person belongs.
Module 3: Exercise

1. A change in behavior due to ________________ or other causes such as drugs,
injury, disease, and maturation.
2. A ________________ is something that incites action.
3. ________________ is a type of learning where people learn to repeat behaviors
that bring them pleasurable outcomes and to avoid behaviors that lead to
uncomfortable outcomes.
4. Social learning may be achieved by observing what happens to other people, or
by being told about something, or ________________.
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5. ________________ is the process by which people select, organize, interpret,
retrieve, and respond to information from their environment.
6. The person, object, or event that is perceived by another person is
________________.
7. The situational factor that affects perception is time, work setting, and
________________.
8. ________________ is the process by which people ascribe causes to the
behavior they perceive.
9. Common attribution errors consist of the fundamental attribution error, and
________________.
10. ________________ is attributing one’s own thoughts, feelings, of motives to
another.
A B
_____ 1. Learning A. Judging someone on the basis
_____ 2. Social Learning of one’s perception of the group
_____ 3. Perceiver to which that person belongs.
_____ 4. Motion B. Attributing one’s own thoughts,
_____ 5. Work setting feelings, or motives to another
_____ 6. Self-serving bias C. A shortcut used in forming
_____ 7. Consistency
impressions of the others
_____ 8. Selective perception
D. Factor that influence attribution
_____ 9. Projection
_____ 10. Stereotyping E. A common attributor error
F. A situational factor that affects
perception
G. Typical characteristic of targets
H. The person who perceives the
target
I. Observing the behavior of
others
J. Change in behavior
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MODULE 4: WORK TEAM AND GROUPS
Learning Outcomes:
After this module, the students are expected to:
1. Define what groups are and why people form groups

2. List stages of group development; roles within groups; and advantages and
disadvantages of groups
3. Describe techniques in group decision making
4. Define what work teams are
5. List types of teams
6. List how to develop effective teams; to turn individuals into team players; and potential
team problems.
What are Groups
It is defined as two or more persons, interacting and interdependent, who have come
together to achieve certain objectives.
Classification of Groups
1. Formal Group
- Defined by the organization structure, with designated work assignments and
established tasks
2. Informal Group
- Neither formally structured nor organizationally determined.
- Formed by individuals and developed around common interests and
friendship rather than around a deliberate design
Types of Formal Groups
1. Command group
- Composed of individuals who report directly to a certain manager
2. Task group
- Consisting of persons working together to complete a job task
3. Interest group
- Formed because of some special topic interest
- Group disbands when the interest declines or a goal has been achieved.
4. Friendship groups
- Is where members are brought together because they share one or more
common characteristics such as age, political beliefs, etc.
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- Often extend their interaction and communication to activities outside of their
jobs.
Why People Form Groups
1. Need satisfaction
2. Proximity
3. Attraction
4. Goals
5. Economics
Stages of Group Development
The Forming Stage
- It is the first stage of group development

- Initial entry of members to a group is a primary concern
- It is characterized by uncertainty about the group’s purpose, structure, and
leadership
- Stage is complete when members begin to think of themselves as part of a
group.
The Storming Stage
- It occurs when conflict within the group happens.

- Members may get involved in competition for desired assignments and
responsibilities, related to task performance.
- Under this stage, coalitions or cliques may form.
- Stage is complete when there is relatively clear hierarchy of leadership within
the group.
The Norming Stage
- It is the initial integration stage.

- It occurs when the group becomes a coordinated unit.
- Cooperation and collaboration are its main characteristics.
- It has active attempts to achieve goals and objectives.
- Members feel a sense of closeness
- Stage is complete when the group structure solidifies and the group has
assimilated a common set of expectations.
The Performing Stage
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- It emerges as a mature, organized, and a well-functioning group focused on
accomplishing its key tasks
- It is the total integration stage.
- Group energy moves from getting to know to performing the task at hand.
- Sub-stages:
1. Where the group has attained a constant level of effectiveness and
maintained at a level to ensure survival
2. Where the process of learning and development is ongoing
The Adjourning Stage
- It is the termination of acti vities

- It is applicable to temporary groups such as committees, project groups, task
forces, and similar entities.
- The termination of the group’s activities may be triggered by:
1. When the group’s purpose has been fulfilled
2. When the group has failed to revitalize itself during the performing stage
3. Other reasons include organizational downsizing, merging, or bankruptcy
Roles Within Groups
1. Knowledge contributor
- A member who provides useful and valid information
2. Process observer
- Person looks at how the group functions
3. People supporter
- Person who assumes the role of people supporter who provides emotional
support to teammates and resolve conflicts.
4. Challenger
- Someone who confronts and challenge bad ideas to prevent complacency.
5. Listener
- Person who listens to whatever ideas or proposals presented by any member
of the group.
6. Mediator
- Person who assumes the role of mediator.
7. Gatekeeper
- Person who makes sure that every member has the opportunity to express
his or her opinion.
8. Take-charge leader
- Person who assumes the role of the take-charge leader so that the group can
then move forward by defining its mission and determining its objectives.
Advantages of Groups
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1. More inputs from various perspectives can be made available for effective decision
making.
2. Synergism is more likely when people work together as a group.
3. People in the groups are more supportive of decisions that were formulated with their
assistance.
4. It allows the efficient exchange of information for effective problem solving.
5. The opportunity for fulfilling the safety, affiliation, and esteem needs of group members
is made available.
6. Group members get mutual support from each other.
Disadvantages of Groups
1. Group activity is usually slower and more cumbersome because every member has the
opportunity to make contributions.
2. Group meetings are held to disseminate strictly routine data that could be more
efficiently conveyed in writing.
3. The group’s decision may be diluted by every member’s input, making the decision
ineffective.
4. Accountability is often a problem with group activity.
5. There are occasions when some member shirk responsibility and let other members of
the group do the work.
6. When the group is highly cohesive and motivated, outside criticism tends to be ignored
as group members look inward for reinforcement of each other’s opinions.
Groupthink
It is defined as a deterioration of mental efficiency, reality testing, and moral judgment

in the interest of group cohesiveness.
How to Minimize Groupthink
1. Monitor group size into a non intimidating size

2. Encourage group leaders to play an impartial role by actively seeking input from all
members
3. Appointing a member to play the role of devil’s advocate
4. Using exercises that stimulate active discussion of diverse alternatives without
threatening the group.
Techniques in Group Decision Making
a. Interacting groups
- Members interact with each other face to face
- The essence of interaction is the sending and receiving of information.
- It is susceptible to “group think”
b. Brainstorming
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- A problem – solving technique which promotes creativity by encouraging
members to come up with any ideas.
c. Normal group technique
- Individual members meet face to face to pool their judgments in a systematic
but independent fashion
d. Electronic Meeting
- Members interact through computers, allowing anonymity of comments and
aggregation of votes.
What are Work Teams
Work team is a formal group comprised of people interacting very closely together with
a shared commitment to accomplish agreed-upon objectives.
Differences between Workgroups and Teams
a. Groups and teams are not similar

b. a workgroup is one that interacts primarily to share information and to make decisions
to help each member perform within his or her area of responsibility.
c. Groups emphasize individual leadership, individual accountability, and individual work
products.
d. Teams emphasize shared leadership, mutual accountability and collective work products.
Types of Teams
1. Problem-solving teams
- These are groups of 5 to 12 employees from the same department who meet
for a few hours a week to discuss ways of improving quality, efficiency, and
work environment.
2. Self-managed work teams
- They are empowered to make decisions about work schedules, task
allocations, job skills training, performance evaluation, selection of new team
members, and controlling quality of work.
3. Cross functional teams
- They are composed of employees from about the same hierarchical levels,
but from different work areas, who come together to accomplish a task.
4. Virtual teams
- They use computer technology to tie together physically dispersed members
in order to achieve a common goal.
Developing Effective Teams
Teams can be made effective if the following are observed:
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1. Team size must be kept as small as possible. The larger the team, the more difficult it
would be to manage it.
2. The team members must have a sufficient range of skills, information, and/or
experience to do the task.
3. Team members must have a sense of common purpose like the feeling that what they
are doing is critical to the success of the organization.
4. The team must be free to develop its work procedures.
5. The team must have a sense of accountability.
Potential Team Problems
Changing Membership
- Newly formed teams need time to turn into mature groups.

- However, this could be disrupted by frequent changes in its composition
when members drop out temporarily or permanently.
- How to manage internal problems:
1. Recognition of the potential problems
2. Development of a plan of managing turnover
3. Thinking through how best to integrate new members
Social Loafing
- The tendency for individuals to expend less effort when working collectively
than when working individually.
- The reasons for social loafing are because members:
1. Think their contribution is less noticeable; and
2. Prefer to see others carry the workload.
Module 4: Exercise

1. _____________________ is that type of group that is neither formally structured
nor organizationally determined.
2. _____________________ is a group composed of individuals who report directly
to a certain manager.
3. _____________________ is the first stage of group development.
4. The person who provides useful and valid information to the group is referred to
as _____________________.
5. _____________________ refers to a deterioration of mental efficiency, reality
testing, and moral judgement in the interest of group cohesiveness.
6. _____________________ is a group decision-making method in which individual
members meet face-to-face to pool their judgements in a systematic but
independent fashion.
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7. _____________________ is a group decision-making technique wherein
members interact through computers, allowing for anonymity of comments and
aggregation of votes.
8. Members of _____________________ teams share ides=as or offer suggestions
on how work processes and methods can be improved.
9. Improved flexibility of staff is an advantage of _____________________ work
teams.
10.In turning individuals into team players, the available options are: selection,
training, and _____________________.
A B
____ 1. Formal group A. Also referred to as total integration
____ 2. Proximity stage
____ 3. Storming stage B. The person occupying this role forces
____ 4. Performing stage members to look at how the group
____ 5. Process behavior functions
____ 6. An advantage of groups C. Group members get mutual support
____ 7. Monitoring group size
from each other
____ 8. Brainstorming
D. A way of minimizing groupthink
____ 9. Improved flexibility
____ 10. Social loafing E. A group problem-solving technique
which promotes creativity
F. An advantage of self-managed teams
G. A potential team problem
H. A reason why people group
I. One defined by the organization
structure
J. That stage in group development when
conflict within the group happens
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MODULE 5: LEADERSHIP
Learning Outcomes:
1. Define what leadership is

2. List the kinds of leadership
3. Describe what prower is and who a leader is
4. List Theories About Leadership, Trait Theories, Behavioral Theories, and Contingency
Theories
What is Leadership
It is the process of guiding and directing the behavior of people in the organization in
order to achieve certain objectives.
The Difference Between Leadership and Management
Managers and leaders are different in the following ways:
1. Managers are rational problem solvers, while leaders are intuitive, more visionary;
2. Managers perform other administrative function such as planning, organizing, decision-
making, and communicating;
3. Leaders are primarily concerned with results; managers are concerned with the
efficiency of results; and
4. Leaders obtain their power from below; managers obtain theirs from above.
Kinds of Leadership
a. Formal Leadership
- It refers to the process of influencing others to pursue official objectives.
- Formal leaders are vested with formal authority.
b. Informal Leadership
- Informal leadership refers to the process of influencing others to pursue
unofficial objectives.
- Informal leaders lack formal authority.
Types of Power in Organizations
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Position Power
Power derived as a consequence of the leader’s position
It consists of the following types:
1. Legitimate power is also referred to as authority, this power emanates from a person’s
position in the organization.
2. Reward power emanates from one’s ability to grant rewards to those who comply with a
command or request.
3. Coercive power arises from the expectation of subordinates that they will be punished if
they do not conform to the wishes of the leader. This power uses fear as a motivator.
Personal Power
The leader’s personal power results from his personal characteristics.
Types of personal power:
1. Expert power – an expert who possess and can dispense valued information generally
exercise expert power over those in need of such information.
2. Referent power – this power refers to the ability of leaders to develop followers from the
strength of their own personalities.
Theories about Leadership
Trait Theories
Trait theories of leadership consider leaders to posses common traits:
1. Sociability
2. Persistence
3. Initiative
4. Knowing how to get things done
5. Self-confidence
6. Alertness to and insight into situations
7. Cooperativeness
8. Popularity
9. Adaptability
10. Verbal facility
Later, researchers drafted a general view of what good leaders have in common.
1. Extraversion – individuals who like being around people and are able to assert
themselves.
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2. Conscientiousness – individuals who are disciplined and keep commitments that they
make.
3. Openness – individuals who are creative and flexible
4. Emotional intelligence – individuals who are able to manage their feelings and emotions.
Behavioral Theories
These theories propose that specific behaviors differentiate leaders from non leaders.
Theories related to Leadership Behavior:
1. Ohio State University Studies

The study identified two dimensions of leaders referred to as:
a. Initiating structure – refers to the extent to which a leader is likely to define his and the
employees in the search for goal attainment.
The leader with a high initiating structure tendency focuses on goals and results thus
similar to a production-oriented supervisor.
b. Consideration – describes the degree to which the leader creates an environment of
emotional support, warmth, friendliness, and trust.
The leader’s behavior would be friendly and approachable, looking out for the personal
welfare of the group. The findings of the Ohio studies indicate that successful leaders
are those that are engaged not in one of the two behaviors but in both.
University of Michigan Studies
- The studies identified two distinct type of leadership: Job-centered and

employee centered.
- Job centered managers set tight work standards, organize task carefully,
prescribed the work methods to be followed, and supervised closely.
- Employee- centered managers encouraged group members to participate in
goal setting and other work decisions.
The researchers found out that the most productive work groups tended to have leaders
who were employee-centered rather than job centered.
Yuki Studies
Isolated nineteen specific behaviors of leaders:
1. Performance emphasis emphasizes the importance of performance and tries to improve

productivity and efficiency.
2. Consideration is the extent to which a leader is considerate in his behavior toward
subordinates and tries to be fair.
3. Praise-recognition is the extent to which a leader provides praise and recognition to
subordinates with effective performance.
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4. Decision-participation consults with subordinates and otherwise allows them to influence
his or her decisions.
5. Training-coaching determines training needs for subordinates and provides any
necessary training and coaching.
6. Problem solving takes the initiative in proposing solutions to serious work-related
problems and acts decisively.
7. Work facilitation obtains for subordinates any necessary supplies, equipments, support
services, or other resources, eliminates problems in the work environment.
8. Inspiration
9. Structuring reward contingencies
10. Autonomy-delegation
11. Role clarification
12. Goal setting
13. Information dissemination
14. Planning
15. Coordinating
16. Representation
17. Interaction facilitation
18. Conflict management
19. Criticism-discipline
The Managerial Grid
- The managerial grid is a graphic portrayal of a two dimensional view of

leadership developed by Robert Blake and Jane Mouton.
- It is an approach to understanding a manager’s concern for production and
concern for people.
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Sample Managerial Grid
1.1 Impoverish manager, also referred to as the laissez-faire leaders. Leader in this
position have little concern for people or productivity.
1.9 country club manager are leaders that have great concern for people and little concern
for production
9.1 authority- obedience manager are leaders that have great concern for people and little
concern for people
5.5 organization man manager, also called middle-of-the- road manager. leaders in this
position have medium concern for people and production.
9.9 team manager uses a style that is considered to be ideal. He has great concern for both
people and production.
Contingency theories
- The trait and behavioral theories failed to point out that leadership situations
are not similar and no single leadership style that will fit all situations.
- Contingency theories fundamental assumption that successful leadership
occurs when the leader’s style matches the situation.
a. Continuum of Leadership Behavior
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o Consists of seven alternative ways for managers to approach decision
making, depending on how much participation they want to allow
subordinates in the decision making process.
b. The Contingency Leadership Model
o It is developed by Fred Fiedler, which proposes that effective group
performance depends on the proper match between the leader’s style
and the degree to which the situation favors the leader.
- The Path-Goal Model
o It is developed by Robert House and Terrence Mitchell.
o It states that the leader’s job is to create a work environment through
structure, support, and rewards that helps employees reach the
organization’s goals.
- The Hersey and Blanchard Model
o It suggests that leader behaviors should vary in response to the
“readiness” of followers.
- The Leader-Member Exchange Approach
o It is developed by George Graen.
o It recognizes that leaders develop unique working relationships with
each group member.
o When a leader, knowingly or unknowingly, creates in-groups and out-
groups within the organization.
- - Normative Decision Model
o It is also known are “the leader participation model” and “decision
making model of leadership”.
it vies leadership as a decision making process in which the leader
examines certain factors within the situation to determine which
decision making style will be most effective.
- - Muczyk-Reimann Model
o It is developed by Jan P. Muczyk and Bernard C. Reimann.
o It suggest that “participation” behavior is concerned with the degree
to which subordinates are allowed to be involved in decision making.
o It process that leaders should be allowed to adapt to different
situations. This paves the way for delegation which covers decision
making and execution.
Module 5: exercise

1. _____________________ is the process of guiding and directing the behavior of
people in organizations in order to achieve certain objectives.
2. _____________________ is that kind of power that emanates from a person’s
position in the organization.
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3. _____________________ refers to the extent to which a leader is likely to define
his role and those of employees in the search for goal attainment.
4. _____________________ is a graphic portrayal of a two dimensional view of
leadership.
5. _____________________ is a contingency model of leadership developed by
Tannenbaum and Schmidt.
6. Forces in the manager consist of the manager’s background, knowledge, values,
and _____________________.
7. Fiedler measures leadership style with the use of an instrument called
_____________________.
8. _____________________ is a leadership model that states that the leader’s job
is to create a work environment through structure, support, and rewards that
helps employee reach the organization’s goals.
9. Readiness consists of job readiness and _____________________.
10. _____________________ is that type of leader who makes decisions unilaterally
and closely supervises the activities of subordinates.
II. Multiple Choice. Put a check on the black to indicate your answer.
1. This power arises from the expectation of subordinates that they will be
punished if they do not conform to the wishes of the leader.
_____ a. expert power
_____ b. referent power
_____ c. coercive power
_____ d. reward power
2. This refers to the creative and flexible character of an individual.
_____ a. extraversion
_____ b. conscientiousness
_____ c. openness
_____ d. emotional intelligence
3. The behavioral theory of leadership that refers to two categories of behavior
consisting of initiating structure and consideration.
_____ a. Ohio State University studies
_____ b. University of Michigan studies
_____ c. Yukl studies
_____ d. managerial Grid
4. The Yukl studies describe this behavior as the extent to which a leader consults
with subordinates and otherwise allows to influence his or her decision.
_____ a. performance emphasis
_____ b. consideration
_____ c. praise-recognition
_____ d. decision-participation
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5. Leader in this position have great concern for people and little concern for
production.
_____ a. impoverished manager
_____ b. country club manager
_____ c. authority-obedience manager
_____ d. team manager
6. This leadership model measures leadership style through the use of the Least
Preferred Coworker Scale.
_____ a. continuum of leadership behavior
_____ b. contingency leadership model
_____ c. path-goal model
_____ d. Hershey-Blanchard situational leadership theory
7. This leader is friendly and shows concern to the needs of his followers.
_____ a. directive leader
_____ b. supportive leader
_____ c. participative leader
_____ d. achievement-oriented leader
8. This leadership style is best for followers with high readiness.
_____ a. directing
_____ b. coaching
_____ c. supporting
_____ d. delegating
9. This leader obtains data from subordinates and then decides.
_____ a. autocrat I
_____ b. autocrat II
_____ c. consultative I
_____ d. consultative II
10. This leader allows high participation in decision making and in execution.
_____ a. directive autocrat
_____ b. permissive autocrat
_____ c. directive democrat
_____ d. permissive democrat
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MODULE 6: PERFORMANCE MANAGEMENT AND REWARDS
Learning Outcomes:
1. Define what performance management is

2. Describe staffing, training and career planning and development
3. Define performance appraisal
4. Define and list what rewards are
What is Performance Management
It refers to procedures and systems designed to improve outputs and performance,

often through the use of economic incentive systems.
An effective performance management process considers human resource strategic

planning as a basic requirement.
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HR Strategic Planning
It refers to the process of providing capable and motivated people to carry out the
organization’s mission and strategy.
A key element of HR strategic planning is the staffing function which implements the
provision of qualified people to the identified job openings.
Staffing
It refers to the HR planning, acquisition, and development aimed at providing the talent
necessary for organizational success.
Staffing process:
1. Job analysis
2. Recruitment
3. Selection
4. Socialization
Job analysis is a technical procedure used to define the duties, responsibilities, and
accountabilities of a job.
The results of job analysis are very useful in:

a. Preparing job descriptions
b. Evaluating and classifying jobs
c. Training and career development
d. Performance appraisal
e. Other HR aspects
It contains information concerned with the job. Information include job duties and
responsibilities, equipment and materials used, working conditions and hazards, supervision,
work schedules, standards of performance, and relationships to the other jobs.
Job Specification
It is a list of requirements such as education and experience; technical knowledge;

physical aptitudes and abilities; interpersonal and communication skills; analytical aptitudes
and abilities; and creative abilities that an individual needs to perform a job.
Recruitment
It is defined as a human resource management practice designed to locate and attract

job applicant for particular positions.
Recruitment involves the following:
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1. Advertisement of a position vacancy
2. Preliminary contact with potential job candidates
3. Preliminary screening to obtain a pool of candidates.
4. Improves the probability of a good selection
5. It is less costly than external recruitment
6. Lesser learning curve
7. Act as a training device for developing managers
The disadvantages of internal recruitment consist of the following:
1. Dysfunctional if inferior internal sources are utilized

2. May generate infighting among the rival candidates
3. Decrease the morale of those not selected
4. May promote “inbreeding”
Selection
It involves assessing and choosing among job candidates
Socialization
It involves orienting new employees to the organization and its work units. Its purpose
is to enable new employees to quickly become productive members of the organization.
Orientation on the following:
1. Key organization factors which includes an overview of the organization, policies and
procedures and others; and
2. Department and job-related issues including department function; job duties and
responsibilities; policies; and others.
Training and Career Planning and Development
Training is the process of changing employee behavior, attitudes, or opinions through

some type of guided experience.
- On-the-Job Training
o This training method is conducted while employees perform job-
related tasks.
- Off-the-Job Training
o This type of training deals with work skills in settings away from their
ordinary workplace.
Career Planning and Development
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Career is defined as the pattern of work-related experiences that span the course of a
person’s life.
Performance Appraisal
It is a key aspect of performance management. It may de defined as the process of

evaluating the performance of employees, sharing that information with them, and searching
for ways to improve their performance.
Sources of Performance Appraisal
a. Personal Observation
b. Statistical reports
c. Oral reports
d. Written reports
Functions of Performance Appraisal
a. To give employees feedback on performance

b. To identify the employee’s developmental needs
c. To make promotion and reward decisions
d. To make demotion and termination decisions
e. To develop information about the organization’s selection and placement decisions
Criteria for Performance Appraisal
a. Individual task outcomes – one way of appraising performance is evaluating the

employee’s task outcomes
b. Behavior – in instances when it is difficult to measure an individual’s task outcomes,
management tend to evaluate the employee’s behavior.
c. Traits – many organizations use traits as criteria in appraising employee performance.
This is true even if it is a very weak means.
Performance Appraisal
It is a process in an organization whereby each employee is evaluated to determine how

he or she is performing. It consists of the following steps:
1. Establishment of performance standards

2. Measure actual performance
3. Discuss the appraisal with the employee
Absolute Standards
Subjects of appraisal are not compared with other persons. This approach consists of
the following methods:
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1. The essay appraisal
- Is a performance appraisal method whereby an appraiser writes a narrative
about the employee. The employee’s strengths and weaknesses are
described and recommendations for development are indicated.
2. The critical incident appraisal

- Is a performance appraisal method which requires effective or ineffective
performance for each employee being appraised. These incidents are critical
incidents.
3. The checklist
- Is a performance appraisal method wherein the evaluator uses a list of
behavioral descriptions and checks off those behaviors that apply to the
employee.
4. The adjective rating scale
- Also known as graphic rating scale, is a performance appraisal method that
listst a number of traits and a range of performance for each.
5. Forced choice
- Is a type of performance appraisal in which the rater must choose between
two or more specific statements about an employee’s work behavior.
6. Behaviorally anchored rating scales
- Is a rating instrument comprised of traits anchored by job behaviors.
Appraisers select the behavior that best describes the worker’s performance
level.
Errors in Performance Appraisal
1. Halo error- this is a rating error that occurs when a rater assigns ratings on the basis of
an overall impression of the person being rated.
2. Leniency error – this is a rater’s tendency to give relatively high ratings to virtually
everyone. The opposite of this strictness error where the raters tend to give everyone a
low rating.
3. Central tendency error – this occurs when a rater lump everyone together around the
average, or middle category.
Types of Organizational Incentives
1. Intrinsic rewards are those that the worker receives from the job itself, such as pride in
one’s work, etc.
2. Extrinsic rewards are those that the workers get from the employer, usually money, a
promotion, or benefits.
3. Financial rewards are those that enhance an employer’s financial well-being directly
through wages, bonuses, profit sharing, and the like.
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4. Nonfinancial rewards are indirect enhancement of an employee’s financial well-being.
This is done through supportive benefits like pension plans, paid vacations, paid sick
leaves, and purchase discounts.
5. Membership- based rewards refers to those that are given to all employees regardless of
performance.
Module 6: Exercise

1. ______________________ refers to the procedures and systems deigned to
improve employee outputs and performance.
2. ______________________ refers to the HR planning, acquisition, and
development aimed at providing the talent necessary for organization success.
3. ______________________ is a process for attracting job applicants from outside
the organization.
4. Assessing and choosing among job candidates is called
______________________.
5. ______________________ is the process of changing employee behavior,
attitudes, or opinions through some type of guided experience.
6. ______________________ involves learning a trade from an experienced
worker.
7. ______________________ is the pattern of work –related experiences that span
the course of a person’s life.
8. A ______________________ is a situation in which for either organizational or
personal reasons, the probability of moving up the career ladder is low.
9. ______________________ is a process in an organization whereby each
employee is evaluated to determine how he or she is performing.
10. The different approaches for appraising employees are absolute standards,
relative standards, and ______________________.
A B
_____ 1. Job analysis A. Involves assessing and choosing among
_____ 2. Job positioning job candidates
_____ 3. Campus recruiting B. Involves orienting new employees to the
_____ 4. Selection organization and its work units
_____ 5. Socialization C. A training method conducted while
_____ 6. On-the-job training employees perform job-related tasks
_____ 7. Content plateau
D. Occurs when a person has learned a job
_____ 8. A reason for performance
too well and is bored with day-to-day
appraisal
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_____ 9. A step in performance activities
appraisal E. To make demotion and termination
_____ 10. An MBO step decisions
F. Establishment of performance standards
G. Action planning
H. A step in the staffing process
I. A method of internal recruitment
J. A method of external recruitment
MODULE 7: CONFLICT AND NEGOTIATION
Learning Outcome:
After this module, the students are expected to:
Define and list down the nature of conflict, levels of conflict, sources of conflict, stages of
conflict and negotiation.
The Nature of Conflict
Conflict in organization may be defined by any situation in which incompatible goals,

attitudes, emotions or behaviors lead to disagreement of opposition between two or more
parties.
A conflict can be constructive or destructive.
Constructive Conflict
- Is a healthy constructive disagreement between two or more person.

- Benefits:
o Production of new ideas, learning, and growth among individuals
o Develop a better awareness of themselves and others
o Improved working relationships
o Improved morale
o Leads to innovation and positive change
o Increased productivity
Destructive conflict
- An unhealthy, destructive disagreement between two or more persons.

- Effects:
o Decrease work productivity and job satisfaction
o Contribute to absenteeism and job turnover.
Levels of Conflict
a. Intrapersonal
A kind of conflict that a person faces internally, as when an individual experiences
personal frustration, anxiety, and stress.
- Approach-approach conflict which occurs when an individual must choose
between two positive and equally attractive alternatives.
- Avoidance-avoidance conflict which occurs when an individual must choose
between two negative or equally unattractive alternatives.
b. Interpersonal conflict
A kind of conflict that occurs between two or more individuals who are in opposition to
one another.
- Substantive conflict occurs when there is fundamental disagreement over
ends or goals to be pursued and the means for their accomplishment.
- Emotional conflict involves interpersonal difficulties that arise over feelings of
anger, mistrust, dislike, fear, resentment, and the like.
- Substantive and emotional conflict is a combination of the two types cited
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above.
c. Intergroup Conflict
These are conflicts that occur among groups in an organization. This type of conflict
may also be sub classified as either substantive, emotional, or both.
d. Interorganizational Conflict
This is a type of conflict that occurs between organizations. It is most commonly
referred to the competition and rivalry among firms operating in the same markets.
Structural Factors
The nature of the organization and the way in which work is organized. It includes:
a. Specialization
- A conflict may occur if the opposing views are provided with an opportunity
to be exposed.
- The root cause of the conflict may be traced to specialization of their
respective jobs.
b. Interdependence
- When two or more units depend on each other in completing their respective
tasks, work interdependence exists.
- Such situation has a potential for conflict, especially if it is badly managed.
c. Common resources
- When an organization’s resources are shared by two or more parties, a
potential for conflict is created.
d. Goal differences
- Different work units sometimes have goals that are incompatible.
e. Authority relationships
- How the superior and the subordinates feel about each other may sometimes
may be a cause for conflict.
f. Status Inconsistencies
- In many large companies, managers have certain priveleges that are not
available to non-managerial employees, resentment and conflict becomes a
possibility.
g. Jurisdictional ambiguities
- Sometimes, there are situations when a part of a company’s overall task is
left without a clear indication on who should be responsible.
Personal Factors
Comprise of factors which are the result of individual differences. It includes:
a. Skills and abilities

b. Personalities
c. Perceptions
d. Values and ethics
e. Emotions
f. Communication barriers
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Conflict-causing Personalities
The aggressor
- A verbal bully and who shouts, points finger in order to emphasize his point.
- He causes unhappiness and friction within the group and may become
involved in a one-on-one confrontation.
The passive aggressor
- He or she is that person who manages to block progress at every turn
The chronic absentee
- This person makes repeated absences from work
The negative person
- This person is always critical of other people and their achievements.
The chatterbox
- This person is one who often comes into a workplace, full of gossip or disrupt
workers from their activities.
The do-nothing person
- This person does not want to do anything because he or she is scared of

making a mistake.
The unreliable person
- This person wants to be liked by others and because of this, he agrees to do

what everyone asks. Because he gets himself overloaded with work, he ends
up unable to do most of the tasks he set himself to do.
The time-waster
- This is the person who thinks company time can be spent for his own
personal benefit like using it for personal telephone calls.
The resentful person
- This is the person who always feel resentment – personal dislike, bigotry,
prejudice against women and younger people.
Stages of Conflict
a. Antecedent conditions
- Sources of conflict
- Sets the first stage of conflict
b. Perceived and felt conflicts
- Consists of either the perceived conflict or the felt conflict
c. Manifest conflict
- Where the conflicting parties are actively engaged in conflict behavior

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d. Conflict resolution or suppression

- It occurs when the reasons for the conflict are eliminated.
e. Conflict aftermath
- What happens after the conflict may be regarded as either positive or
negative development.
Perceived and Felt Conflicts
Perceived Conflict refers to the awareness of one or more parties of the existence of conditions
that create opportunities for conflict to occur.
Felt conflict is where emotional involvement becomes a part of the conflict creating anxiety,
tensions, frustration or hostility.
Perceived conflict may or may not lead to felt conflict.
Conflict Resolution
a. Problem solving
- A face-to –face meeting of the purpose of identifying the problem and
resolving it through open discussion.
b. Superoridnate Goals
- A shared goal that cannot be attained without the cooperation of each of the
parties conflicting parties is created.
c. Expansion of resources
- Adds new resources
d. Smoothing
- Where differences are played down while emphasizing common interests
e. Compromise
- Wherein each party gives up something of value
f. Altering the structural variables
- Involves changing the formal organizational structure and the interaction
patterns job redesign, transfer, creation of coordinating positions and the
like.
Suppression
A superficial and temporary form of resolving conflicts
1. Avoidance happens when the manager is faced with quarrelling groups but avoid taking
a position; or pretends to be unaware of the conflict; or refuse to deal with it.
2. Authoritative command happens when management uses its formal authority to resolve
the conflict and then communicates its desires to the parties involved.
Negotiation
It is a process in which two or more parties attempt to reach an acceptable agreement.

Negotiation could be useful if the following conditions:
a. There are two or more parties

b. There is a conflict of interest
c. The parties are willing to negotiate

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d. Parties prefer to work together than to fight openly or take the dispute to a higher
authority.
Major Negotiating Approaches
a. Distributive Bargaining is an approach wherein the goals of the parties are in conflict,
and each party seeks to maximize its share of the resources.
b. Integrative Negotiation is where goals of the parties are not regarded as mutually
exclusive and in which the focus is on making it possible for both sides to achieve their
objectives.
The Negotiation Process
a. Preparation and planning

Determines the following:
- The nature of the conflict
- The history leading up to this negotiation
- Who are involved
- What his party wants from the negotiation
- What his group and the other wants.
- What intangible interests is important
- What negotiation strategy may be adapted
b. Definition of ground rules
The following concerns must be cleared:
- Who will do the negotiating
- Where will the negotiation take place
- What time constraints, if any, will apply
- To what issues will negotiation be limited
- What specific procedures are followed in an impasse
c. Clarification and justification

The parties may need to explain the original demands of each other.
d. Bargaining and problem solving
The parties will make an attempt to reach an agreement
e. Closure and implementation
The final step involves formalizing the agreement and developing procedures necessary
for implementation and monitoring.
Module 7: Exercise

1. ______________________ is any situation in which incompatible goals,
attitudes, emotions, or behavior lead to disagreement or opposition between two
or more parties.
2. ______________________ is that type of conflict that can decrease work
productivity and job satisfaction and contribute to absenteeism and job turnover.
3. ______________________ is that kind of conflict that happens when an
individual experiences personal frustration, anxiety, and stress.
4. The two broad categories of the sources of conflict are structural factors and
______________________.
5. ______________________ is a conflict-causing personality which is always
critical of other people and their achievements.

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6. ______________________ is a conflict-causing personality of the individual who
wants to be liked by others and agrees to do what everyone asks.
7. ______________________ is that kind of conflict that refers to the awareness
by one or more parties of the existence of conditions that create opportunities
for conflict to occur.
8. ______________________ is that kind of conflict which is more likely to have
longer lasting effects than either perceived or felt conflict.
9. ______________________ is that technique of conflict resolution whereby a
shared goal that cannot be attained without the cooperation of each of the
conflicting parties is created.
10. The major negotiating approaches are distributive bargaining and
______________________.
A B
_____ 1. Conflicts A. Occurs when there is fundamental
_____ 2. Approach-avoidance disagreement over ends or goals to be
conflict pursued and the means for their
_____ 3. Substantive conflict accomplishment
_____ 4. Structural factors B. The nature of the organization and the
_____ 5. Goal differences way in which work is organized
_____ 6. Perceptions
C. A structural factor which causes conflict
_____ 7. The passive oppressor
D. A personal factor which causes conflict
_____ 8. The do-nothing person
_____ 9. Problem-solving E. A conflict causing personality
_____ 10. Definition of ground F. He is scared of making a mistake
rules G. A technique of conflict resolution
H. A step in the negotiation process
I. May be constructive or destructive
J. A type of intrapersonal conflict
References
 Medina, Ph.D. Roberto g., Human Behavior In Organization, First Edition 2011
 www.skillsyouneed.com
 www.slideshare.com

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Colegio de Dagupan

School of Business and Accountancy

MODULE 1: OVERVIEW OF ORGANIZATIONAL BEHAVIOR

At the end of this module, students are expected to:

1. Define Human behavior and Organizational behavior (OB)

What is Human Behavior?

What is Organizational Behavior?

The Benefits of Studying Organizational Behavior

1. Development of people skills

A Brief History of Organizational Behavior

The origins of OB can be traced to the following:

1. The human relations approach

- A well-known disciple of the scientific management movement.

- Conducted the Hawthorne studies which determined the effect of hours of

- J. B Watson formulated the theory about learned behavior. It indicates that

Ethics and Organizational Behavior

What constitutes right and wrong behavior in organization is determined by:

I. Fill in the blanks.

1. _______________ refers to the physical actions of a person that can be seen or

II. Match column A with column B.

At the end of this module, the students are expected to:

1. Define what individual differences are

Consequences Arising Out of Individual Differences

What Makes People Different From Each Other

b. Aptitude and ability

Factors of a Person’s Overall Abilities

Dimensions of Physical Ability

Various Theories of Intelligence

1. Dimensions of Intellectual Ability

- Covers abstract thought, precision, counting, organization, and logical

Kinds of Environmental Factors

Kinds of Personality Factors and Traits

I. Fill in the blanks.

II. Match column A with column B.

MODULE 3: LEARNING, PERCEPTION AND ATTRIBUTION

At the end of this module, the students are expected to:

1. Define learning, theories of learning and perception

It is defined as a relatively permanent change in behavior or knowledge due to

1. Classical conditioning is defined as a type of learning in which a stimulus acquires the

Factors Influencing Perception

Common Attribution Errors

a. The fundamental attribution errors

Factors that Influence Attribution

It occurs when one attribute of a person or situation is used to develop an overall

It is defined as evaluations of a person’s characteristics that are affected by comparisons

Projection is attributing one’s own thoughts, feelings or motives to another. It is likely to

I. Fill in the blanks.

II. Match column A with column B.

MODULE 4: WORK TEAM AND GROUPS

After this module, the students are expected to:

1. Define what groups are and why people form groups

What are Groups

Types of Formal Groups

Why People Form Groups

Stages of Group Development

The Forming Stage

- It is the first stage of group development

The Storming Stage

- It occurs when conflict within the group happens.

The Norming Stage

- It is the initial integration stage.

The Performing Stage