HUMAN BEHAVIOR IN ORGANIZATION
Module 1: Introduction to
Organizational Behavior
Organization is a defined collection of
individuals who work together, having a
coordinated system, towards the attainment
of a common goal.
Organizations can be characterized by the
following features:
1. Network of Individuals
2. System
3. Coordinated Activities
4. Division of Labor
5. Goal Orientation
6. Continuity over time, regardless of
membership change
An organization can be considered effective
when it is able to achieve its goals.
Organizational Behavior can be defined as
the study of how people behave and act in an
organizational environment.
Levels of Organizational Behavior
1. Individual
2. Group
3. Organizational
Productivity- output of individuals and
groups.
Satisfaction- related to the feelings of
individuals and groups towards their work
and work environment.
Organizational Success- refers to the
organization’s competitive advantage and
financial performance.
Psychological Contract- an unwritten and
silent contract between individuals and the
management of the organization.
Organizational behavior can be viewed as a
means to create a competitive advantage
through its human resources.
Competitive Advantage- something unique
about the organization and cannot be easily
copied by any other competitor.
Human Capital- simply the sum of an
individual’s KSAOs – knowledge, skills,
attributes, and other general characteristics.
Human capital as a source of organization’s
competitive advantage can be determines by
its value, rareness, and imitability.
Human Capital Value- extent to which
individuals are capable of supporting
strategy for competing in the marketplace.
Human resources can add value to the
organization by ensuring that the HR
functions and practices are strategic, e.g.,
lowering the cost and increasing the
revenues.
Human Capital Rareness- refers to the
extent to which employees’ KSAOs are
unique in the industry where their
organization belongs.
Rare talents are difficult to find, hence, it
becomes a source of competitive advantage.
Fields that a have huge contribution in
the study or theories in OB are:
Psychology
Sociology
Political Science
Anthropology
It refers to the actions of individuals and
groups in and organizational context.
Organizational Behavior
It is the sum of skills, knowledge, and
general attributes of people in the
organization. Human Capital
It is defined as the collection of individuals
who work together, having coordinated
system, towards the attainment of a common
goal. Organization
These are the outputs of the individuals in
the workplace. Productivity
It relates to the feelings that individuals and
groups have about their work and the Module 2: Globalization,
workplace. Satisfaction Diversity and Ethics
Globalization demands the human
resources to be more competitive beyond
their national borders. –refers to the
internationalization of business
organizations leading to a global economy
Expatriates or “expats”- individuals who
are tasked to work outside their home
countries.
Culture Shock- common problem that an
expat encountered
Culture- as defined, is a way of life, varies
from one country to another
High-context Cultures tend to
communicate and understand individuals
through contextual elements. They consider
looking at the underlying meaning, gesture
and tone in a message. They focus on
valuing personal relationships and trust.
Korea, China, Japan, and Philippines
Low-context Cultures communicates
through an established system. They prefer
no room for confusion. Its purpose is to
make a message clear to everyone so that it
will not show that it will not slow down the
process.
Monochronic Time Orientation
individuals prefer working one at a time.
Polychronic Time Orientation individuals
who work well even with multiple tasks at a
given time.
Cultural Intelligence- individual’s ability
to understand and adjust with behaviors of
people outside his/ her culture.
International Participation
.Multidomestic Firms
-firms operate in such a way that they
respond to the needs in particular of each
country.
-Low Integration but of High
Responsiveness.
-company employees then have less chance
of being deployed outside their countries.
.Global Firms
-to offer standard and common products
across different countries and regions of the
world.
-High Integration and Low Responsiveness.
-opposes multidomestic firms.
.Transnational Firms
-uses transnational strategy in becoming
highly responsive to specific needs of a
country and at the same time, high in global
integration.
-somehow exhibit the characteristics of both
multidomestic and global firms.
-international travels and meetings and
foreign job assignments are also evident in
this type of firm
.International Firms
-not actually considered strategic as they
have Low levels of Local Responsiveness
and Global Integration.
-much known as exporting strategy
Dimensions of National Culture
-Geert Hofstede, a social scientist, four
dimensions of culture, Power Distance,
Uncertainty Avoidance, Individualism, and
Masculinity.
-researchers under The Global Leadership
and Organizational Behavior Effectiveness
(GLOBE) Project generated 9 units of
measurements or Cultural Dimensions
1. Power Distance- power and status
privileges are accepted by people to be
unequally distributed in the society.
2. Uncertainty Avoidance- people do not
feel like taking risks in unpredictable
outcomes.
3. Assertiveness (masculinity, Hofstede)-
people are aggressive and confrontational,
reflects the strong personality of individuals.
4. In-group Collectivism- people taking
pride belonging to their organizations and
families.
5. Institutional Collectivism- integration of
groups and organization is being
encourages, means that countries who have
high institutional collectivism oppose
individualism- individuals feel good when
they are self-reliant ad focused in their
personal goals.
6. Performance Orientation- which
excellence is recognized and being
rewarded, innovation and competitiveness
are encouraged in countries with high
performance orientation, they value the
training and reward system.
7. Humane Orientation- people value
fairness, kindness, and altruism in the
country.
8. Gender Egalitarianism- which quality
for men and women is actualized, this is
evident when women are given opportunity
to achieve power and positions.
9. Future Orientation- individuals value
interesting in plans for the future, people
value long-term gains in countries with high
future orientation.
Diversity
-the differences between and among
individuals and groups are often viewed as
sources of conflict in the workplace.
-as acknowledging, understanding,
accepting, and valuing differences among
people with respect to age, class, race,
ethnicity, gender, disabilities, etc.
- A huge factor that brought about diversity
is the changing demographics.
-it promotes a continuous learning
environments, creativity and innovation in
the workplace.
Barriers to Achieving Diversity
1. Prejudice and Discrimination- prejudice
is an unjustified and negative attitude of
individuals toward s others who belong to
social or cultural groups outside their own.
discrimination is the negative behavior
resulting to unfair treatment towards people
based on individual’s social or cultural
membership.
Discrimination is manifested in 3 common
examples – racial, age, and gender
discrimination
2. Stereotyping- generalized beliefs toward
individuals belonging to a certain group.
3. Differences in Social Identity- social
identity theory is proposed by psychologist,
Henri Tajfel. He defined social identity as a
person’s sense of who they are based on
their group membership. In social identity
theory, individuals take pride as they belong
to a certain group.
4. Power Differentials- power often comes
from status and expertise
5. Poor Organizational Design and
Structural Integration
.Glass ceiling- barriers that hinder minorities
and women from reaching their career
aspirations
.Glass border- barrier that discriminates
against women by not providing
opportunities to be given foreign job
assignments
.Glass floor or Sticky floor- barrier that
hinders an even lateral movement into other
positions at the basic level.
6. Communication Barriers and
Resistance to Change- miscommunication
and resistance to change have also hindered
the achievement of diversity
Effective managers should take into
account two important programs
Affirmative Action Programs- were created
by the government to eliminate
discrimination, thus promoting equal
employment opportunities.
Diversity management Programs- responds
to the needs of individuals and groups in
terms of fostering a grater inclusion in the
workplace regardless of different
backgrounds.
Ethics- a moral principle about what is
right or wrong.
1. Cultural Influences- how people are
raised leads to personal ethics
2. Organizational Influences- implemented
in the entire organization and attempts to
create a company image behaving ethically.
3. External Environment- includes
political, legal, economic and international
developments as well.
Ethics in the Context of
Globalization
Ethical Behaviors reflect an organization’s
honest and just professional endeavors and
activities.
Ethics play an important role in several HR
practices including employee recruitment
and selection, performance management,
retention decisions and labor relations.
Question of Ethics
Emotional Intelligence- ability to
understand and manage one’s own and other
people’s mood and emotions— can be
increased through training.

Module 3: Learning and

Perception