HUMAN BEHAVIOR IN 3.

Leading – stimulating people to be high

ORGANIZATION
MODULE 1: AN OVERVIEW OF
MANAGEMENT
WHAT IS MANAGEMENT?
The process of working with people and
resources to accomplish organizational goals.
A process of planning, decision making and
motivation, controlling informational resources to
attain the organizational objective efficiently.
Managers must deal with dynamic forces
that create greater change than ever before,
including globalization, technological change
including the development & applications of the
internet, knowledge management, and
collaboration across organizational boundaries.
7M’s of MANAGEMENT
performers. It includes motivating, and
communication with employees, individually
and in group.
4. Controlling
LEVELS OF MANAGEMENT
 TOP LEVEL – the senior executives of an
organization and are responsible for its
overall management.
 MIDDLE LEVEL – it is called tactical
managers. And responsible for translating
the general goals and plan developed by
strategic managers, into more specific
objectives and activities.
 FRONTLINE/ LOWER LEVEL – it is called
operational managers. They are directly
involved with non-management employees,
implementing the specific plans developed
with middle managers.

1. Manpower
2. Money 3 MANAGEMENT SKILLS
3. Materials
4. Minutes 1. Technical Skills – ability to perform a
5. Machine specialized task involving a particular
6. Marketing process or method.
7. Method 2. Conceptual and Decisional Skills – skills
pertaining to the ability to identify and
3 DIRECTING FUNCTIONS resolve problems for the benefit of the
1. Leadership organization and its members.
2. Communication 3. Interpersonal and Communication Skills
3. Motivation – these skills are called people’s skills. The
ability to lead, motivate, and communicate
effectively with others.
FOUR FUNCTIONS OF MANAGEMENT
1. Planning – to minimize the risk. ROLES OF MANAGERS
 3 TIME FRAM OF PLANNING
i. Short-range planning – 1
year
ii. Intermediate planning – 1
year to 5 years
iii. Long-range planning – 5
years or more
2. Organizing – the process of establishing
worker relationships allows workers to work
together to achieve their organizational
goals. DECISIONAL ROLES
 a. Entrepreneur – searching for new business
opportunities and initiating new projects to
create change.
b. Disturbance handler – taking corrective
action during crisis and other conflicts.
c. Resource allocator – providing funding
and other resources to units or people;
includes making significant organizational
decisions.
d. Negotiator – engaging in negotiations with
parties outside and inside the organization.
INFORMATIONAL ROLES
a. Monitor – seeking information to
understand the organization and its
environment, serving as the center of
communication.
b. Disseminator – transmitting information
from source to source; interpreting and
integrating diverse perspective.
c. Spokesperson – speaking on behalf of the
organization about plans, policies, actions,
and results.
INTERPERSONAL ROLES
a. Leader – staffing, developing, and
motivating people.
b. Liaison – maintaining a network of outside
contacts that provide information and
favors.
c. Figurehead – performing symbolic, duties
and serving other social and local demands.
HUMAN BEHAVIOR IN
ORGANIZATION
MODULE 2: ORGANIZATIONAL
BEHAVIOR
Learning Outcomes:
 What is the definition of “Organizational
behavior” (OB)?
 What are the two primary outcomes in
studies of OB?
 Goals of Organizational Behavior?
 What factors affect the two primary OB
outcomes?
 What is the role of theory in the scientific
method?
o Formulate, predict, and understand if
the data is valid or accepted.
WHAT IS ORGANIZATIONAL BEHAVIOR (OB)?
The field of study devoted to understanding,
explaining, and ultimately improving the attitudes
and behaviors of individuals and groups in the
organization.
TWO PRIMARY OUTCOMES IN THE STUDIES
OF OB
1. Job Performance
2. Organizational commitment
MAJOR GOALS OF ORGANIZATIONAL
BEHAVIOR ARE:
4. To describe systematically how people
behave under variety of conditions.
5. To understand why people, behave as they
do.
6. Predicting future employee behavior.
7. Control at least partially and develop some
human activity at work.
FACTORS AFFECT THE PRIMARY OUTCOMES
1. Individual Mechanisms – job satisfaction,
stress, motivation, trust, justice, and ethics;
learning and decision-making.
2. Individual Characteristics – personality
and cultural; values; ability.
3. Group Mechanism – team characteristics
and diversity; team processes and
communication; leader power and
negotiation; leader styles and behavior.
4. Organizational Mechanisms –
organizational structure and culture.
SEVERAL WAYS OF KNOWING THINGS
 1. Method of Experience – people hold firmly
to some belief because it is consistent with
their own experience and observations.
2. Method of Intuition – people hold firmly to
some belief because it “just” “stands to
reason” – it seems obvious or self-evident.
3. Method of Authority – people hold firmly to
some belief because some respectful
official, agency, or source has said it is so.
4. Method of Science – people accept some
belief scientific studies have tended to
replicate that result using a series of
samples, settings and methods.
ROLE OF THEORY IN THE SCIENTIFIC
METHOD
1. THEORY – is a collection of assertions,
both verbal and symbolic, that specifies how
and why variables are related, as well as
the conditions in which they should (and
should not) be related.
2. HYPOTHESES – are written predictions
that specify relationships between variables.
3. DATA – facts and statistics collected
together for reference or analysis. It is the
information that ahs been translated into a
form that is efficient for movement or
processing. (Sampling – Interviews –
Questionnaire)
4. VERIFICATION – the process of
establishing truth, accuracy, or validity of
something. The establishment by empirical
means of the validity of a proposition.
(Interpretation – Checking – Conclusion --
Recommendation)
HUMAN BEHAVIOR IN
ORGANIZATION
MODULE 3: JOB PERFORMANCE
WHAT IS JOB PERFORMANCE?
- It is the value of the set of employee
behaviors that contribute, either positively or
negatively, to organizational goal accomplishment.
- Includes behaviors that are within the
control of the employees.
WHAT DOES IT MEAN TO BE A GOOD
PERFORMER, 3 DIMENSIONS;
1. Task Performance- Includes employee
behaviors that are directly involved in the
transformation of organizational resources into
the goods or services that the organization
produces
2. Citizenship Behavior- Voluntary employee
activities that may or may not be rewarded but
that contribute to the organization by
improving the overall quality of the setting in
which work takes place.
3. Counterproductive Behavior- Are
employee’s behaviors that intentionally hinder
organizational goal accomplishment.
TASK PERFORMANCE
Includes employee behaviors that are directly
involved in the transformation of organizational
resources into the goods or services that the
organization produces.
1. ROUTINE TASK PERFORMANCE -
involves well-known responses to demands that
occur in a normal, routine, or otherwise predictable
way.
2. ADAPTIVE TASK PERFORMANCE - also
known as ADAPTABILITY.
- Involves employee responses to task
demands that are novel, unusual, or at the very
least unpredictable.
3. CREATIVE TASK PERFORMANCE - the
degree to which individuals develop ides or
physical outcomes that are both novel and useful.
JOB ANALYSIS
- It is of the activities involved in a job is
generated.
- It is the process of gathering information
and analyzing information
METHODS OF JOB ANALYSIS away from the office and away from
work,
1. Observation
2. Interview
3. Questionnaire
4. Questionnaire-interview

CITIZENSHIP BEHAVIOR
Voluntary employee activities that may or may not be
rewarded but that contribute to the organization by
improving the overall quality of the setting in which
work takes place.
TYPES OF CITIZENSHIP BEHAVIOR
a. Interpersonal - Behaviors that benefit co-
workers and colleagues involve assisting,
supporting, and developing other
organizational members in a way that goes
beyond normal job expectations.
- Helping - e.g., involving assisting
coworkers who have heavy
workloads.
- Courtesy - refers to keeping
coworkers informed about matters
that are relevant to them.
- Sportsmanship - involves
maintaining a good attitude with
coworkers, even when they’ve done
something annoying.
b. Organizational- Behaviors that benefit the
larger organization by supporting and
defending the company, working to
improve its operations, and being
especially loyal to it.
COUNTERPRODUCTIVE BEHAVIOR
Are employee’s behaviors that intentionally hinder
organizational goal accomplishment.
a. PROPERTY DEVIANCE - refers to behavior that
harm the organization’s assets and possessions
o A.1 Sabotage - represents
the purposeful
destruction of physical
equipment, organizational
processes, or company
products
o A.2 Theft - refers to the
action or crime of stealing
b. PRODUCTION DEVIANCE - directed against
the organization but focuses specifically on
reducing the efficiency of work output.
o B. 1. Wasting resources -
the most common form of
production deviance. E.g.,
Working too slowly
o B. 2 Substance abuse -
the abuse of drugs or
alcohol before coming to
work or while on the job.
c. POLITICAL DEVIANCE - refers to behaviors
that intentionally disadvantage other individuals
rather than the larger organization.

- VOICE - involves speaking up and o C. 1 Gossiping - having

offering constructive suggestions casual conversations about
for change. other people in which the
- CIVIC VIRTUE- requires facts are not confirmed as
participating in the company’s true,
operations at a deeper level.
- BOOSTERISM - means o C. 2 Incivility - represents
representing the organization in a communication that is
positive way when out in public rude, impolite,
 discourteous, and lacking in
good manners.

d. PERSONAL AGGRESSION - refers to hostile

verbal and physical actions directed toward
other employees.
o D. 1 Harassment - occurs
when employees are
subjected to unwanted
physical contact or verbal 4. FORCED RANKING
remarks from a colleague.
- Forces managers to rank all of their people into
o D. 2. Abuse - occurs when
one of three categories.
an employee is assaulted or
endangered in such a way - 20% high-performers, 70% medium-performers
that physical and and 10% low-performers
psychological injuries may
occur.

FOUR WAYS THAT ORGANIZATION USE JOB

PERFORMANCE

1. MANAGEMENT BY OBJECTIVE (MBO) SOCIAL NETWORKING SYSTEMS

- It is a management philosophy that bases an - Such as Facebook and Twitter for the purpose of
employee’s evaluations on whether the employee developing and evaluating employee job
achieves specific performance goals. e.g. a company performance.
that has a quarterly objective to earn 30% of overall
revenue from their marketing efforts. To achieve this - Employees are able to show support for their
objective, they break it down into personal objectives colleagues by voting for them which in turn
for each team member. boosts their morale and inspires them to
perform better.
2. BEHAVIORALLY ANCHORED RATING SCALES
(BARS) - Social networks are most effective in delivering
- Assess performance by directly assessing job live news instantly.
performance behaviors.
“The only way to do great work is to love what you do.
If you haven’t found it yet, keep looking. Don’t settle”
Steve Jobs

HUMAN BEHAVIOR IN
3. The 360 DEGREE FEEDBACK ORGANIZATION
- Involves collecting performance information not just MODULE 4: ORGANIZATIONAL
from the supervisor but from anyone else who might
COMMITMENT
have firsthand knowledge about the employee’s
performance behaviors.
ORGANIZATIONAL COMMITMENT - Build a sense of obligation-
based commitment among
● Organizational commitment - the desire on the
employees.
part of an employee to remain a member of the
organization.
● Withdrawal Behavior - a set of actions that WITHDRAWAL BEHAVIOR
employees perform to avid the work situation.
1. Exit
● Employees who are not committed to their
2. Voice
organization engage in withdrawal behavior.
3. Loyalty
4. Neglect
WHY TALENTED EMPLOYEES STAY
- Inspired to work smarter
FOUR TYPES OF EMPLOYEE
- Believe in the company mission and vision
- Working environment
- Exciting and challenging work
- Great relationship with others
- Work-life balance
- Career growth, learning and development
- Good benefits and incentives
- Paid well
- Mentored CONT. TYPES OF EMPLOYEE
- Feeling valued, recognize and respected - STARS - possess high commitment and high
performance. Likely respond to negative events
with voice
TYPES OF COMMITMENT
because they have the desire to
1. Affirmative Commitment- Employee who feel improve the status quo and the
a sense of affective commitment identify with credibility needed to inspire
the organization, accept that organization’s change.
goals and values, and are more willing to exert - LONE WOLVES- these are talented employees
extra effort on behalf of the organization. who never seem to want to get involved in
important.
2. Continuance- It exists when there is a profit decisions about the future of
associated with staying and a cost associated the company.
with leaving. - CITIZENS - likely to respond to negative events
- Tends to create a more passive with loyalty because they may lack the
form of loyalty credibility needed to
inspire change but do possess
3. Normative- The sense that people should stay the desire to remain a member of the
with their current employers may result from organization.
personal work philosophies or more general - APATHETICS - merely exert the minimum level
codes of right and wrong developed over the of effort needed to keep the job.
course of their lives.
 - They lack performance needed
to be marketable and
commitment needed to engage
in acts of citizenship.
- Argues that the various withdrawal behaviors
are positively correlated: the tendency to
daydream or socialize leads to the tendency to
come in late or take long breaks , which leads
to the tendency to be absent or quit.

- Employee has the tendency to be absent in the

PSYCHOLOGICAL WITHDRAWAL
near future.
- Consists of actions that provide a mental
escape from the work environment.

Trends That affect commitment

a. Daydreaming
b. Socializing Diversity of the workplace
c. Looking busy
d. Moonlighting - By 2012, minority groups will make up one-third
e. Cyberloafing of the workforce.
- 47% of the jobs are filled by women.
PHYSICAL WITHDRAWAL
- The workforce is aging- 10% of employees are
- Consists of actions that provide a physical 60 years or older.
escape, whether short term or long term, from the - More and more employees are foreign born.
work environment.
a. Tardiness ● The change in employee-employer relationships
b. Long breaks
brought about by a generation of downsizing
c. Missing meetings
makes it more challenging to retain valuable
d. Absenteeism
e. Quitting employees.
● Psychological contracts- reflects employee’s
beliefs about what they owe the organization
Independent Forms Model of Withdrawal on what organization owes them.
● Some employees develop transactional
- Argues that the various withdrawal behaviors contracts that are based on a narrow set of
are uncorrelated with one another, occur specific monetary obligations. Ex. Employees
for different reasons, and fulfill different needs are less career oriented, lack of trust in
on the part of employees. employer and greater resistance to change.
● Other employees develop relational contracts
- Employees always likely to be absent.
that are based on a broader set of open-ended
and subjective obligations. Ex. The employees
owes loyalty and willingness to go above and
Compensatory Forms Model beyond; the company owes job security,
- Argues that the various withdrawal behaviors development and support
negatively correlated with one another- that
doing one means you’re less likely to do “Commitment to excellence, commitment to winning,
another. commitment to being a great role model or anything
else ensures wins.”
- Employees cyberloafs is not to be absent but
-UNKNOWN
sense of dissatisfaction.

Progression Model of Withdrawal

 HUMAN BEHAVIOR IN
ORGANIZATION
MODULE 5: STRESS
What is Stress?
• It is a psychological response to demands that
possess certain stakes for the person that tax or
exceed the person’s capacity or resources.
• It is the physical and mental pressure or tension
that exerted either from within the person or
from the environment causing one to be
distressed.
• Stressors - the demands that cause people to
experience stress.
• Strains - the negative consequences that occur
when demands tax or exceed a person’s
capacity or resources.
FOUR TYPES OF STRESS
1. Work Hindrance Stressors - or stressful
demands.
- people tend to perceive as hindering
their progress toward personal
accomplishment or goal achievement.
- Most often trigger negative emotions
such as anxiety and anger.
a. Role Conflict - it occurs
expectations that other people may
have of us.
b. Role Ambiguity - refers to the
lack of information about what
needs to be done, in role, as well as
unpredictability regarding the
consequences of performance in
that role.
c. Role Overload - it occurs when
the number of demanding roles a
person holds is so high that the
person simply cannot perform
some or all of the roles effectively.
d. Daily hassles - refers to the
relatively minor day-to-day
demands that get in the way of
accomplishing the things that we
really want to accomplish.
2. Work Challenge Stressors - it helps
individuals attain their objectives.
 Time pressure- a strong sense of urgency you
have to do the task is just not quite enough.
 Work complexity - or Large Overload.
- Refers to the degree to which the
requirements of the work-in terms of
knowledge and skills and abilities-tax or
exceed the capabilities of the person who is
responsible for performing the task.
 Work responsibility - refers to the nature of
the obligations that a person has toward others.
3. Non work stressors - stressors
experienced outside of work may have effects
that “spill-over” to affect the employee at work.
 Work-family conflict - the demands of a work
role hinder the fulfillment of the demands of
the family role (vice versa)
 Negative life events - it hinders the ability to
achieve life goals and are associated with
negative emotions.
 Financial uncertainty - refers to the
conditions that create uncertainty with regard
to the loss of livelihood, savings, or the
downturns.
4. Non-Work Challenge Stressors
 Family Time demands - refers to the time
that a person commits to participating in an
array of family activities and responsibilities.
  Personal development - activities that - Feels guilty when relaxing
include participation in formal education - Tries to schedule more and more in less and
program, music lessons, sports-related less time
training, volunteer works etc. - Uses nervous gestures such as clenching
 Positive life events - it is associated with fists, banging the hand on the table
positive life rather than negative emotions. - Does not have time to enjoy life
Ex. Graduating from school, marriage
TYPE “B’ PERSONALITY
Stressful Life Events - not concerned about time
- Is patient
- Does not brag
- Play to fun, not to win
LIFE STRESS LIFE STRESS
- Relaxes without feeling guilty
EVENT SCORE EVENT SCORE
- Has no pressure deadlines
Death of 100 Fire at work 47 - Is mild-mannered
spouse - Is never in a hurry.

Marital 65 Retirement 45
separation
STRATEGIES TO ELIMINATE STRESS
Personal 53 Begin or end 26
 Improvements in the physical work
illness school
environment
Marriage 50 Change in 20  Job redesign to eliminate stressors
school  Changes in workloads and deadlines
 Structural reorganization
 Changes in work schedules, more
How do people Cope with Stress? flexible hours and sabbatical;
 Management by objectives or other
COPING STRATEGIES goal-setting programs
PROBLEM-FOCUSED EMOTION-FOCUSED  Greater levels of employee participation
, particularly in planning changes that
- Working harder - Engaging in alternative
Behavioral - Seeking assistance activities affect them
Methods - Acquiring additional - Seeking support  Workshops dealing with role clarity and
resources - Venting anger role analysis
- Avoiding, distancing,
- Strategizing and ignoring “My keys to dealing with stress is simple: just
Cognitive say cool and stay focused.”
- Self-motivating - Looking for the positive
Methods
- Changing priorities in the negative
- reappraising -Ashton Eaton

TYPE “A” PERSONALITY HUMAN BEHAVIOR IN

ORGANIZATION
- Always moves, walks and eat rapidly
- Feels impatient with the pace of things, MODULE 6: MOTIVATION
hurries others, dislikes waiting
- Does several things simultaneously
What is motivation?
 A set of energetic forces that originates both
within or outside an employee, initiates work-
related effort, and determines its direction,
intensity and persistence.
 The willful desire to direct one’s behavior
toward goal.
 A driving force that initiates and directs
behavior.
 Derived from the Latin work movere, which
means to move.
 Stephen P. Robbins - “the willingness to exert
high levels of effort towards organizational
goals, conditioned by the effort’s ability to
satisfy some individual needs. “
EXPECTANCY THEORY
 Describe the cognitive process that
employee go through to make choices
among different voluntary responses.
 Effort is directed toward behaviors when
effort is believed to result in performance
(expectancy), performance is believed to
results in outcomes (instrumentality) and
those outcomes are anticipated to be
valuable (valence)
 It represents the belief that exerting a high
level of effort will result in the successful
performance
 Ex. If you are motivated to work on the
assignment, you are confident that working
hard will allow you to complete it
successfully
Level of Maslow’s Hierarchy
 Abraham Harold Maslow was an
American psychologist who created
Maslow’s Hierarchy of Needs, a theory
of psychological health predicted on
fulfilling innate human needs in priority,
culminating in self-actualization.
 Needs were categorized as five levels of
lower to higher order needs.
 Hierarchy of Needs
a. Lower order (external) -
physiological needs and safety
b. Higher-order (internal) - social,
esteem, self-actualization
Alderfer’s ERG Theory
 Theory of motivation states that human
have three core types of needs;
Existence, Relatedness and Growth.
 These needs may be for different
individuals, and their relative
importance for an individual may vary
over time.
ERG Theory
Goal Setting Theory
 Views goals as the primary drivers of the
intensity and persistence of effort.
o Goals - the objective or aim of an
action and typically refer to attaining a
specific standard of proficiency, often
within a specific time limit.
 Managers used SMART to link rewards directly
to goal achievement and Management by
Objective (MBO)
S- specific
M- measurable
A- achievable
R- results-based
T- time sensitive
Equity Theory 15. Provide a sense of security
16. Offer small, consistent rewards
 Rewards are equitable when a person’s 17. Change the scenery
ratio of outcomes to inputs matches those 18. Practice and promote mindfulness
of some relevant comparison other. 19. Have Fun
 It suggests that employees create a “mental 20. Power Pose
ledger” of the inputs (contributions and
investments) and of the outcomes (or
rewards) they get from their job duties.
“ A great man is one who can make a small man feel
 Ex. CEO comparison to others- based to great, and perform great.”
rank-and-file.
 Motivation doesn’t just depend on your
own beliefs and circumstances but also on
what happens to other people

How motivation affect job performance and

organizational commitment?

Effects of Motivation on Performance and

Commitment
1. Motivation to Job Performance -
motivation has a strong positive impact on
job performance. Self-efficacy or
competence has the strongest relationship
with performance.
2. Motivation to Organizational
Commitment - moderate positive
relationship with organizational
commitment.

Ways to increase motivation in the

workplace:
1. Recognize great work.
2. Set small, measurable goals
3. Celebrate results
4. Encourage teamwork
5. Stay Positive
6. Stay fueled
7. Take regular breaks
8. Stay healthy
9. See and share the big picture
10. Be Transparent
11. Provide clarity
12. Envision and share positive outcomes
13. Find purpose
14. Loosen the reins