BM3 M1M2M3

Module 1 –ORGANIZATIONAL BEHAVIOR
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I. PROGRAM OUTCOMES:
By the time of graduation, the students of the program shall be able to:
1. Articulate and discuss the latest developments in the specific field of practice.
2. Effectively communicate orally and in writing using both English and Filipino
3. Work effectively and independently in multi-disciplinary and multi-cultural teams.
4. Act in recognition of professional, social, and ethical responsibility.
5. Preserve and promote "Filipino historical and cultural heritage".
6. Perform the basic functions of management such as planning, organizing, staffing, directing and
controlling.
7. Apply the basic concepts that underlie each of the functional areas of business (marketing, finance,
human resource management, production and operations management, information technology, and
strategic management) and employ these concepts in various business situations.
8. Select the proper decision making tools to critically, analytically and creatively solve problems and
drive results.
9. Express oneself clearly and communicate effectively with stakeholders both in oral and written
forms.
10. Apply information and communication technology (ICT) skills as required by the business
environment.
11. Work effectively with other stakeholders and manage conflict in the workplace.
12. Plan and implement business related activities.
13. Demonstrate corporate citizenship and social responsibility.
14. Exercise high personal moral and ethical standards.
15. Analyse the business environment for strategic direction.
16. Prepare operational plans.
17. Innovate business ideas based on emerging industry.
18. Manage a strategic business unit for economic sustainability.
19. Conduct business research.
20. To participate in various types of employment, development activities, and public discourse
particularly in response to the needs of the communities one serves.
II. COURSE DESCRIPTION

The course introduces to students the factors affecting the behaviour of individuals and groups in
organization focusing on the specific factors that tend to explain behaviour of individuals, groups, and
organizations. Various theories and models of organizational behaviour work group behaviour,
motivation in life and work, and human relations among others and discussed and related to
organizational practices and phenomena.
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III. COURSE LEARNING OUTCOMES

At the end of the course, the students must have:
1. examine human behaviour in organizations from the point of view of many disciplines, to present an
integrated picture of human relationship at work;
2. interpret personality and competency influences on behaviour as sources of people problems and
issues in organizations;
3. apply the use of perception and judgment in influencing organizational behaviour;
4. recognize the role of motivation on performance;
5. distinguish between satisfaction and stress in the work place;
6. demonstrate familiarity with interpersonal processes and communication; and
7. develop ability for decision making and an understanding of the need for organization and job
redesign.
INTRODUCTION
Organizational behavior is the study and application of knowledge about how people, individual and
groups act in an organization. It is therefore important for us in the academe to know and interpret people
and organization relationship to understand the behavior of the whole person, the group, the whole
organization and its social system.
The Filipino is one of the most complex human being in this planet. It is not easy to analyze how the
Filipino develops his values and attitude towards his social sphere and those of his organization. Today we
are faced with globalization and the adjustment needed by the Filipino in the global arena and this must be
analyze in terms of his beginning and development.
This module is divided in to two lessons, namely:

Lesson 1 is Organizational behavior has four primary areas
Lesson 2 is The Stages of PINOY Development in Organization.
MODULE LEARNING OUTCOME

In this module, you should be able to:
• discuss organizational behaviours;
• identify and explain the determinants of PINOY attitudes and values; and
• explain how nationalism can be developed as a vehicle for change.
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Lesson 1:
Four Primary Areas of Organizational Behaviour
SPECIFIC LEARNING OUTCOMES

In this lesson, you are expected to:
• identify the four Primary areas of organizational behaviour;
• identify the development of organization behaviour;
• recognize how people behave in organization;
• discuss the concept of management view about behaviour in an organization; and
• discuss how the human body is compared to the organization.
PRE-ASSESSMENT
Instruction: Write True if the statement is correct and False if the statement is wrong on the space provided
before the number.
_______1. Organizational structure passes through a system of revision to cope with the changing
condition I the social and economic environment.
_______2. Organizational management is simply putting work together without considering the
people and organizational needs.
_______3. People and employees in the organization work just to satisfy their basic needs and
wants.
_______4. PINOY has to develop organizational behaviour that provided a happy working
environment.
_______5. Management has to understand human nature by viewing people as biological,
psychological, sociological, humanistic and spiritual entities.
_______6. Social relations in work groups are powerful instruments in achieving organizational
goals.
_______7. Cooperative undertaking of people in the organization is not necessary as there are
leaders who give command to be followed.
_______8. People interact with one another and they influence the behavioural quality of life within
he organizational system.
_______9. Man can live alone if he has food, clothing and shelter.
_______10. Organization operates good deal of independence with the direction of good
management as specialized system is put in place.
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LESSON MAP
ORGANIZATIONAL
BEHAVIOR
Organizational Understanding Management View

Development of The Growth of
Development Human Behavior in of Organizational
Organization Specialization
Process Organization Behavior
The map shown above describes the flow of Organizational Behavior
CORE CONTENTS
ENGAGE: Story analysis
5 Must- Have qualities of Every Filipino Business leader

5 Must-Have Qualities of Every Filipino Business Leader
When you hear the words “Filipino businessman,” what comes to mind? “Hardworking,” “persistent,”
and “optimistic”—these are words strongly associated with the Filipino culture. More so, these are also the
usual words that paint the character of businessmen in the Philippine setting.
But, are these the only words to describe them? Thankfully, we have a very colourful and emotionally
engaged culture that is embedded in the work we do. Looking at how our country’s top businessmen have
built their empires from the ground up is sufficient evidence that the ingredients to becoming a Filipino
leader take more than just hard work, persistence, and optimism.
To be an embodiment of the values that every local enterprise should uphold, every Filipino business
leader must be an exemplar of five particular traits: empathy, humility, curiosity, passion, and servant
leadership. Be the change you want to see.
Trait 1: Pagmamalasakit (Empathy)
How this can be helpful: Filipinos are very social beings, and they always look after their fellow
countrymen, wherever they are in the world. Being a naturally empathetic nation allows us to have a sense of
service towards others. And, who else would be a better fit for an other-centric company than a leader who
practices pagmamalasakit?
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Empathy goes much deeper than sympathy. To be empathetic means to have the ability to identify
with individuals judiciously. It takes emotionally intelligent people to go past "I feel sorry for you" and reach a
point wherein they are able to say, "I understand what you are going through. How can we improve the
situation together?"
Indifference seems to be the easiest route to ward off difficulties, but that was not an option for the
late Mariano Que. Instead of turning his back on the aftermath of World War II, he seized the opportunity to
help Filipino communities rise above the ashes by providing easier and more affordable access to medicines.
Que invested his money to sell Sulfathiazole, an antimicrobial drug that was highly sought yet limited at that
time. Selling the drug at individual packs made it more affordable for poverty-stricken neighborhoods,
allowing Que to save hundreds of lives simply by putting empathy into action. Today, the pharmaceutical
employee is now known as the honorable founder of Mercury Drug Store.
What leaders can achieve: Studies have shown that mastering empathy is an essential leadership
trait that increases workplace satisfaction and employee engagement.
When employees know that they are understood, it lessens workplace stress, making way for a more
productive environment. Moreover, empathy fosters openness among groups, which encourages individuals
to speak up and get their ideas across. This allows leaders to gain a source of new perspectives that could
help them effectively build relationships and improve systems.
Trait 2: Pagpapakumbaba (Humility)
How this can be helpful: There is an old Filipino proverb that says, “He who does not know how to
look back at where he came from will never reach his destination.”
The road to success is not a forward-moving path. More often than not, it is a journey that requires
looking back and learning from the past. Thus, the only way to achieve such a feat is through humility.
Just as with empathy, humble leadership enables individuals to work without letting the past
discourage them and rather allow it to be a footprint for better decisions. More importantly, humility inspires
employees to work with a mission in mind. Instead of entering a wormhole of self-pity, a humble character is
reminded that a task is not solely for his own gain, but for something greater.
The life of Socorro Ramos, co-founder of the National Bookstore, is an illustration of how humility
enables a person to carry on despite hardships. Ramos had to witness a series of unfortunate events from
the break-out of World War II to the wrath of fire and consecutive typhoons—all of which resulted in her store
ending in wreckage. These would seem like obvious signs to look for greener pastures elsewhere. But
adversities did not stop Ramos from keeping her end goal in mind: to raise a nation of readers through lower-
priced books. Eventually, her humility and advocacy paid off with her business enjoying over 75 years of
success.
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What leaders can achieve: One great definition of humility is that it is “not thinking less of yourself; it
is thinking of yourself less.” Instead of placing your conveniences dead center in every project, you become
more mission-oriented. In turn, your team gains the same focus and a clearer picture of where all of you
ought to go.
Trait 3: Pagkamausisa (Curiosity)
How this can be helpful: Curiosity is made up of two parts: The first is admitting that there are many
things one does not know, and second is having an eager desire to learn more. Through these two,
individuals not only gain a deeper understanding of themselves, but they also get a chance to build
partnerships, solve problems, and most importantly, remove complacency.
It is every leader’s responsibility to cultivate continuous learning and knowledge-sharing among

teams. Organizations that reward the best ideas, processes, and results can encourage employees to speak
up, especially those who are traditionally more shy in Filipino context.
Promoting curiosity and idea meritocracy can also prompt them to question the status quo more often.
In effect, leaders who welcome individuals to be mausisa allow them to discover surprisingly innovative
answers to everyday questions.
What leaders can achieve: Sometimes branded as the most valuable leadership trait you can have,
being a curious leader enables you and your organization to stay competitive, as it continuously seeks out
new ways of doing things—from new processes to entire industries.
A perfect example of a brand born out of curiosity is Jollibee, the local-gone-global fast food brand
headed by Tony Tan Caktiong. A literal bee-con of hope for Filipinos from every socio-economic background,
the fast food giant started out as a little ice cream parlor in Cubao. If not for Caktiong’s curiosity, he would
never have discovered what truly appealed to consumers’ tastes. His desire to learn how he could further
grow his business led him to find out that Filipinos, despite living in a tropical country, were more allured by
burgers than ice creams. From there, Caktiong expanded his enterprise, giving both foreigners and overseas
Filipino workers (OFWs) a taste of home.
Trait 4: Pinoy Pride (Passion)
How this can be helpful: Filipinos are emotionally connected people. From international boxing
matches to political stances, there is nothing quite like how passionate Pinoys are.
And in the workplace, this passion is no less present. As managers of an emotionally charged group,
Filipino business leaders can maximize this passion by providing employees a way to find purpose in their
work.
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After all, not only is being passionate contagious, but it can ultimately promote an intangible rallying
quality behind a meaningful mission—leveraging the intensity Filipinos display when they truly believe in a
cause.
Take a look at billionaire tycoon Lucio Tan. Before acquiring a wide portfolio of successful
businesses, Tan had to work part-time from high school up until college. And even after that, he continued to
persevere despite losing his first business. His failed venture eventually led him to success in the tobacco
industry and later on, in banking, brewery, and real estate, apart from owning a 4-star airline.
Tan has definitely grown an empire. It is safe to say though that his real passion lies in philanthropy—
providing transport to allow OFWs to come home from an amnesty period in Kuwait, making donations for the
war-torn communities in Marawi, and advocating for education and healthcare, among others.
What leaders can achieve: Being a passionate leader is not necessarily limited to the stereotype of
a “loud, pizzazzy” person who is always making inspirational speeches or raising their voice in the
boardroom.
A study found out that passionate leaders are the ones who go deep: They display “depth of commitment and
quiet attention to detail” that is unmatched. By being this way, they inspire loyalty and caring
relationships among their employees.
Trait 5: Pakikisama (Servant Leadership)
How this can be helpful: As the famous saying goes, “No man is an island entire of itself; every man
is a piece of the continent.” This is true for any group, and it is especially applicable when it comes to
professional organizations and their leaders.
After all, the concept of pakikisama is a great way to remind everyone, especially leaders themselves,
of the bigger picture. Being a servant leader means you remember that you are part of a community. Not only
will this combat crab mentality, but it will ultimately promote a culture of pakikisama. Nobody is too good to do
all the work, and it is all for one as it is one for all—even at the top.
What leaders can achieve: The practice of servant leadership has been shown to increase a
leader’s influence in producing more thoughtful and balanced group decisions—ultimately promoting trust
and a culture of learning in the workplace. When it comes down to it, there's no better act of service than a
leader who empowers others through his own actions.
A perfect example would be Jaime Zobel de Ayala, a man who embodies an unwavering commitment
to achieving sustainable development, be it in water, power, real estate, finance, telecommunications,
education, or healthcare. Zobel de Ayala, who was recently honored by the United Nations for his positive
impact in the Philippine business community, heads one of the country’s most respectable conglomerates.
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Even with immense power, he displays a cunning sense of “stewardship,” acknowledging that his family’s
legacy is not without responsibility, especially towards the country.
The future is Filipino.

By paying attention to how our national culture is embedded into the fabric of Philippine companies,
leaders have higher chances of success by adopting these qualities that bring out the best side of our often
complex, sometimes contradicting traits.
In turn, they also ensure that company culture thrives while preserving and honouring national
culture—a custom that is important to Filipinos and their sense of being makabayan.
After all, at Globe Business, we are committed to helping build a Philippines where families’ dreams
come true, businesses flourish, and ultimately, the nation is admired for its collective good.
With a booming economy and promising future, Filipino leaders can be sure that Globe Business is
with them every step of the way as they innovate the Philippine business landscape for the better.
Activity 1: (Activity Title)

INSTRUCTIONS: Briefly answer the question below.
1. How these five qualities of Filipino business leader contribute to our economy?
2. How this five qualities enhance the Filipino business leaders.
EXPLORE: Organizational Behaviour
Organizational behaviour is an academic discipline concerned with describing, understanding,

predicting and controlling human behaviour in an organized environment. It evolved from the early classical
management theories into a complex school of thoughts. It continuously changes in response to the dynamic
workforce due to the changing business and social environment.
PINOY human behaviour can be develop by experience, and socialization with people around him. At
the early stage, a person develops behaviour in his home environment, playmates, schools, and the larger
society as he associates with them. As PINOY engages in social interaction, he ponders on different feelings,
thoughts and reflections and displays behaviour that he practices later in his daily life. A particular behaviour
is shaped by observation, imitation, positive reinforcement and finally generalization.
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We can be more effective in developing good behaviour if we can adequate understand human
nature by viewing ourselves as biological, psychological, sociological, humanistic and spiritual entities.
Organizational behaviour has four primary areas:

1. Individual Behaviour
Individuals and organization must have a balance life based on their own needs and desires.
People at work must be honest to themselves while they meet organizational or group demands.
Individuals who profit or who are satisfied with the organization are perfectly contented with their
present position in the organization. They extend performance for the continuation of their work since
their expectations are met.
People work to make a living and their efforts must go beyond by simply working. Individual in
an organization must fulfil certain needs and must contribute in attaining organizational goals while
they are attaining a feeling of accomplishment, and using their creative talents in the performance of
their assigned task. Individual in organization will develop self-direction and self-control when
organization managers recognize their potential in the work groups.
2. Group Behaviour
Human beings are social animals and they need human associations as much as they need
food, clothing and shelter. Group are formed beyond reason of needs and need for work. Social
relationships in work groups may be powerful in affecting organizational goals. An individual must
strike a happy balance between his personal needs, the need of other individuals in the group and the
need of the group as a whole.
An individual cannot work alone or cannot live alone without other people. He needs to
associate with other people in order for him to be happy. Groups exist for one another to fulfil a set of
personal reasons. In the stage of the life of an individual ha has experience playing with a group of
children, studying in groups, doing activities together and enjoying group games. These experiences
transcend in the work environment and it appears that it could be useful vehicle for meeting individual
needs. It is keeping relationship with other members that keep his personal motives.
3. Organizational Structure
Organizational structure is the visible representation of the set-up of the organization and its
underlying activities. It designates formal reporting relationship. It represents the levels in the
organizational hierarchy as it defines the span of control.
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Designing the organizational structure is ordinary considered as matter of choice among the
larger number of alternatives. After considering the major organizational design, we have to look back
to the purpose and objectives that suits the structural design.
Organizational structure identifies the grouping together of individuals according to the

functions, into departments or divisions, then into smaller units for easy supervision and control.
The organizational structure passes through a series of revision to cope with the changing
business and organizational conditions. It is not a stagnant system as it has to adapt to the changes.
The success and failure of organizational management greatly depend on the organizational design.
The structural design must be flexible enough to provide alternatives to the challenges of the
changing organizational landscape.
4. Organizational Processes
Organization process refers to the management system and leaderships styles being
implemented by the people handling the affairs of the organization. Organization is designed and
developed for people to work in harmony with the environment and with all other stakeholders. The
organization is based on management philosophy, values, vision and goals. This is turn drives the
organizational culture which is composed of formal and informal groups and the social environment.
Organizational management is not just putting work together. People need to be given specific
task to accomplish. Cooperative undertaking of all actors in the organizational setup is necessary to
keep, it in motion toward the desired goals and objectives. Organization must be planned so that the
structure fits not only the need of people but is also must conform to the organizational mission and
vision. It requires managerial effective administration and the processes of planning, organizing,
directing, and controlling.
THE DEVELOPMENT OF ORGANIZATION
Many people in the academe and the management sectors view organization as a group of people
working together for a common goal or purpose. In view of the foregoing concept. Organization is
mechanisms that enable people to contribute their efforts and talents towards the achievement of their
common goals and objectives, both personal and organizational. The evolution of life points out that people
cannot live alone in this planet. They have to organize in order to protect themselves, experience happiness
and achieve their personal needs and wants.
As we look back, problems and chaos passed in the life of man from the time of Cain and Abel. It
came to pass, when man began to multiply and children were born to them. Man began to labor and suffer
the pain of punishment for the sins he committed against the Lord.
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But God is great for He still trust man and provided him wisdom. Yet not all men were good and evil
still persisted. God saw that the wickedness of man on earth was great, and evil persisted to exist in man’s
heart until He found Noah who remained faithful to His teachings. God saved Noah and his children and all
the living species we now have in the face of the earth.
ORGANIZATIONAL DEVELOPMENT PROCESS
The search for more food and wealth at the early time was simple. Set up for hunting animals and
gathering food in the fields were organized. Man lived with what he could gather for food, clothing and
shelter. They lived in groups and chose leaders who are bestowed with wisdom and ability by the Lord.
As men lived in tribes and groups, evil still existed due to greed and power. Men had to organize
group to protect themselves and their loved ones. They made bow and arrow and spears to protect their
tribes and groups. Leader came into fold to organize not only to grow more food for their people, but also to
organize and train army for war against other tribes which later developed into Kingdom.
The leader had to be strong and his will power must transcend to all his people to attain leadership in
time of peace and war. Man had to develop specialized activities and expertise to meet the needs of the tribe
or the kingdom where he lived. Leaders and men of wisdom learned that more organized efforts could bring
in more vast lands, bountiful harvests and expanded territories. Organization was born in crude and simple
manner where leaders welded the super power of administration.
This is the birth of autocratic leadership where man had to use his super [power over his
subordinates. Leaders have to be strong in his decision and he must have the wisdom to lead his people.
Good leaders were born as well as the evil ones. Those hungry for power and wealth became greedy as they
were not satisfied with what they had and would like to amass more and more. Good leaders were loved by
his people and the bad ones were hated by those he governed.
Through this process, man developed theories about how people and organization work together to
achieve a genuine organizational system that would increase man’s production efforts. The refinement of
organized system and the development of organized behaviour created more goods and services beyond the
imagination of man. The science of learning behaviour in psychology and sociology and other behaviour
interventions came into fold to determine the total development of man through his collective effort in the
organization.
UNDERSTANDING BEHAVIOUR IN ORGANIZATION
With the development of more scientific analysis of human behaviour in the organization through the
study of psychology, sociology, and other science of human behaviour, different management scholars have
come up with various assumptions and theories which are still being studied today. We cannot perfectly say
that one theory is the best but all of these point to the conclusion that prevailing behaviour in organization
varies in situation, environment and conditions.
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Organizational behaviour applies generally to the interaction of people within all types of
organization. An organization is created when people join together in formal structure to achieve a common
goal or objective. The internal social system of the organization interests with the use of technology as the
modern man cannot live happily without the modern system of living.
People constitute the internal social system of the organization. They consist of individuals with
different behaviour. People have feelings. They live in different environment, and have different ways of
thinking. They are educated in different schools and the levels of education differ with one another. They are
reared in different environment that shaped their culture and values.
Organizational technology provides the physical and economic conditions prevailing in the work
environment. The advent of modern machines and computers provide man with easy access to information
where he performs his job efficiently. These modern gadgets make work faster and man does not have to
use his physical strength to make things happen. It is more of mental exercise and development of work
system. The benefit of technology is to help people to b more efficient, but on the other hand, organizational
cost is involved which might not be within the capacity of the organization o provide all these modern
machines.
The social system provides the external environment within which an organization operates. The
organization is not isolated, as it is a part of the larger social system that interacts with one another. All the
various organizations mutually influence one another in complex system and people behaviour and style
affect each social system.
It also provides competition in material and human resources, not only in the marketing of products
and services but also in the power to influence public and political opinions as well. A careful study of
organizational behaviour must be made along this line as the aspiration of people towards a happy
environment with the greater social system.
To sum up, organization behaviours is the study and application of knowledge about human
behaviour in organization and it relates to the other system elements such as structure, technology, and the
internal social system. Our focus is to improve the relationship of people with all the elements of the
organization and develop their attitudes and vanes as tools for the greater human benefits.
MANAGEMENT VIEW OF ORGANIZATIONAL BEHAVIOUR
All people in an organization are concerned with improving organizational behaviour. People interact
with one another and they influence the behavioural quality of life within the organizational system.
Management has a larger responsibility in making an effective system of human behaviour as the make
decisions that affect the people and their relationship with the various sectors in the organized environment.
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Management role is not limited to provide with employment and source of living but it extends to
integrate people to the social aimed the technical system in order to improve people in their organizational
relationship. In this manner, organization can better accomplish the human benefits for which it was formed.
Motivation is the driving force that develops team work in order to fulfil their human needs and at the same
time achieve organizational objectives.
Management view organization under the following ideas:

• Organizational behaviour focuses primarily.
• People and organizational relationship must be improves.
• Organizational environment must motivate people.
• Team work and coordination must be maintained to improve work efficiency.
• Organization seeks to fulfil people and organizational objectives.
• People and organization seek result effectively.
Organization and people are two important components of any management system and they could
not work apart from each other. People need organization, as organization needs people. Organization has
to integrate people with the technical, economic, and structural elements and the element in order to achieve
its common objective of productivity and growth.
All people have and wants and they seek to fulfil these through the organization. Their needs vary in
intensity as they are affected by their psychological, economic and social environment. On the other hand,
organization seeks to play for itself in terms of increasing effectiveness by reducing wasteful activities and
behavioural pollutants and improving at the same time the quality working relationship.
Human behaviour in an organization determines the quality of work, its progress and success. No
machines and computer aided technology can do the work by itself. No new product or services could come
into the market place without human resources that develop new ideas, create and deliver them. The entire
workforce in an organizational set up is the top concern of management as behaviour affects its entire
productivity.
ANALYSIS OF THE HUMAN BODY AND ORGANIZATIONAL SYSTEM
To greatly understand the elements of organization, it is best to look into the function of the human
system, as our personal body evolved a system of great semblance of relationship. GOD is the master of the
organizational system when HE created man. Man as an intellectual being is capable of adapting to
condition, the nature and the changing environment. Organizational structure is like the human components
that operate harmoniously with one another.
The brain is the central system of human control. The top management sets the wheels of
organizational direction. The digestive system supplies the body with the necessary nutrients from the intake
of food supplied by the working hands. Production department of the organization supplies the needed
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products that keep the organization in motion. The respiratory system supplies the blood and oxygen to all
the body parts to meet its standard for survival, as the heart performs the intricate functions of purification.
The finance and audits control the flow of fund so that money is spent properly and keeps the balance
of the organizational fiancés. Any abnormality creates imbalance. A heart surgery may be necessary. The
same also happens in the organization since changes need to be instituted when system imbalance occurs.
Diagnoses of any disorder would need changes in the composition of the system before it is too late.
Organization on the other hand functions in similar fashion. The workers are the producer of goods
and services. The more productive the workers become, the more profit the company earns. Besides, it
develops a healthy organization because employees enjoy more benefits. As it grows bigger, it becomes
complex but as long as organizational management maintains balance in the system of mutual benefits for its
workforce; it shall continue to sustain its growth and development. Workers and producers of goods must be
supplied with the necessary motivational perks, just like the human limbs which need massage one in a
while.
ORGANIZATIONAL INTERDEPENDENCE
The vital organs of the body operate with a good deal of independence in the direction of the brain. It
becomes concerned with the interest and needs of the human body as a whole. It devotes thoughts to
individual organ when the vital organ is in an abnormal condition. The brain or central intelligence calls on
other body parts to give remedy to the pain and disorder.
The same is true in the organization. A specialized system is put in place to keep organizational
balance through its decentralized functions of management. The body can operate in a decentralized fashion
effectively because it makes two types of decision. The brain operates in the conscious and subconscious
mind. The choice of organizational decision rest with top management and the operating departments take
care of the routine matters and repetitive functions. They are guided by operating policies and procedures.
THE GROWTH OF SPECIALIZATION
At the stage of human development, the human embryo grows and becomes capable of greater
scope and movement. As human being begins to move on its own away from the supervision of the
conscious mind, independence of movement in decision making becomes apparent. These changes brought
about increase differentiation and specialization. Each organ now assumes special functions. The body part
limits itself to a particular task and the central brain system concentrates on learning new things and
develops new knowledge and skills.
The organizational system operates in similar fashion. As it matures and develops into a greater
scope, specialized departments are created.
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ACTIVITY 2: Context analysis

INSTRUCTIONS: Base on the discussion above, answer the following:
1. Define the following term and concepts.

a. Organizational Behaviour
b. Individual Behaviour
c. Group behaviour
d. Organizational structure
e. Organizational Process
NOTES:
EXPLAIN: Delving Deeper

Activity 3: Context analysis
INSTRUCTIONS: Answer the following questions below.
1. Explain how people behave in organization.

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2. What is the management view about organization?

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3. Discuss how organization developed.

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TOPIC SUMMARY
In this lesson, you have learned that …
• Organizational behaviour is an academic discipline concerned with describing, understanding,
predicting and controlling human behaviour in an organized environment.
• Organizational behaviour has four primary areas
▪ Individual behaviour
▪ Group behaviour
▪ Organization structure
▪ Organizational process
REFERENCES
• Retrieve from: https://www.globe.com.ph/business/enterprise/blog/must-have-qualities-filipino-

business-leader.html#gref: Retrieve on February 12, 2021.
• Pereda, Pedrito Real et. Al., PINOY Human Behaviour in Organization. Mindshappers Co. Inc.
2012.
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Lesson 2:
THE STAGES OF PINOY DEVELOPMENT IN ORGANIZATION

• identify the factors that determine the development of PINOY character and values;
• categorize the negative and positive values of PINOY;
• identify the problems brought about by the development of Unionism;
• discuss the role of education in the making of PIONY values and character; and
• Explain the making of PINOY in the organization.
PRE-ASSESSMENT
Instruction: True or False. Write true of the statement is correct and false if the statement is wrong.
_______1. PINOY farmers who owned the lands had to pay the colonizers who became their masters.
_______2. The Filipino transition of values of rights and responsibility was not developed and understood
by the common tao.
_______3. Education of the Filipino was introduced to appreciate the American values of freedom and
democracy.
_______4. The Filipinos were liberated from the domination of the Japanese.
_______5. In the passing of the decades, the Filipino experiences the inability of the government to
protect the interest of the governed.
_______6. Motivation in productivity at work must equal the reward system and should be perceived by
the worker as fair and just.
_______7. Job opportunities in the local setting continue to go down the drain.
_______8. Another value within the system is palusot which is a very rampant practice in government
offices or even in some private companies.
_______9. The education of the Filipino is the making of educational patterns that did not consider
Filipino own heritage and value setting.
_______10. The ole Filipino concept of autocratic management is becoming less prevalent in the
workplace unlike the beginning of the management system in the Philippine setting.
19
LESSON MAP
Human
Culture in
Organization
Palakasan Palusot Mamaya

Bahala Na Pakikisama Unionism
System System Syndrome
The figure above describes the different human culture within an organization.
CORE CONTENTS
ENGAGE: Article Analysis
Bahala Na as an Expression of the Filipino's Courage, Hope,

Optimism, Self-efficacy and Search for the Sacred
The literature on bahala na has largely focused on its negative qualities such as its seeming
equivalence with dependence and fatalism. However, bahala na actually finds its roots in the spiritual core of
the value system of the Filipinos, hence should be an expression of something desirable and worthy. This
research aimed to refocus our attention and explore the positive side of bahala na in the context of five
strengths: hope, self-efficacy, optimism, courage, and search for the sacred. Two focus group discussions
were conducted in Metro Manila involving 11 and 13 participants respectively coming from a middle class
village and an urban poor community. Thematic analysis was used to examine the data. Results show that
while bahala na retains some of its more popular negative aspects, the predominant view suggests a rational
assessment of one’s resources and the situation which leads to a series of goal-attainment activities. It was
also discovered that socio-economic status is a factor in the way bahala na was used in the context of hope,
self-efficacy, and search for the sacred.
Activity 1: Analysis
1. In your own analysis how these BAHALA NA expressions contribute to the attainment of your goals?
2. Does this expression helpful to the digital generation?
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EXPLORE: Stages of PINOY Organization
VALUE DIVERSITY
The Filipino is the making of four cultural influences that made him a complex individual. These
general influences have been rooted in our value system that affect our relationship in the organization and
the social system. Organization is the making of people and with it are values that they practice at home and
those of their social environment.
PINOY contact with law during Spanish time was not pleasant. Generally, the law was supposedly
crafted for eh welfare of all the governed. This was the reverse during Spanish time where the law was for
the benefit of those in power. The Spaniards made degrees and rules that favoured only the colonizers.
PINOY farmers who owned the lands had to pay the colonizers who become their masters. Their
families had to serve the masters. The Spaniard abused the rights of the poor. The Filipinos could not do
otherwise as power was in the hands of the few.
For more than 300 years, the Filipino was made to see, feel and hear that the law was for the good of
the Spaniards. The law was not for the INDIOS. It was for the ILUSTRADOS that controlled the resources of
the nation. The values of submissiveness and the development of culture, independent thinking and personal
creativity were never given a chance to flourish.
The reborn of a new bran of Filipino failed to progress as a new breed of colonizers came into the
Philippines shores. The hope for change did not get its root deep enough to change the values of the
uneducated Filipino. They became more complicated individuals as the shift was not much different from the
previous administration.
AMERICAN IMPERIALIST
Our experience in the administration of the government was not entirely different that of Spaniards.
The American motives of democracy and liberalization were more of economic exploitation. They came as
administrators in exploiting the rich natural resources of the country not for the general good of the Filipinos
but of the economic grandeur of the American people.
While education was their contribution to the awakening of a new system of governance was still
administrative in character. Official of government were appointed from the administrative machinery of the
American’s dominated pseudo democracy. The Filipino transition of values of rights and responsibility was
not developed and understood by the common tao.
21
THE JAPANESE REGIME

The aspiration for independence was snort lived as another economic opportunity came in the
Philippines shores. There came a more stringent system of obedience and power domination. They were the
Japanese. We have to follow and obey. Filipino opportunists became “makapili”- a new value of
protectionism and self-centeredness.
While Japanese have values of discipline and adherence to honor, Japanese regime did not last long.
Again the Filipino left with mixed values and cultural differences.
THE PERIOD OF LIBERATION AND INDEPENDENCE
The Filipinos were liberated from the domination of the Japanese. It was a war that brought havoc to
vast destruction not only in the life of gallant Filipinos and dignity as a people but also in our infrastructure. It
was the time when the Americans sense of responsibility to rebuild this nation got lost as they gradually gave
us independence without first putting in place a more sensible system of governance.
In the passing of the decades, the Filipino experiences the inability of the government to protect the
interest of the governed. The government even in the present generation is conceived by the poor as
protector of the elite, the moneyed and the influential. While the government was supposed to be conceived
as that of giving and soring the wealth of the nation, it was conceived as more of getting rather than giving.
. A very glaring example was our concept of a police officer who was supposed to protect the ordinary
Filipino, yet he was more conceived as to be there to collect tongs or protection money. In transaction with
any government office, grease money or gifts make business flow like water in Pagsanjan falls.
The advents of these different experiences influence our present value system and culture as a
Filipino. We cannot find our own identity. Our system of education is the influence of many researchers from
different dimension. The continuous flow of new ideas, morals and the development of new intellectuals
made as more complex in values and cultural orientation.
THE REWARD FOR HUMAN EFFORT IS NOT ENOUGH TO SATISFY HUMAN NEEDS
Our economic condition at present is in the subsistence level. Employees in government and the
private sectors seek for more salaries, wages and benefit. They need to augment their economic and living
condition to sustain the basic and social needs. The rising cost of living associated with increase in gasoline
price and the dictate of global economy bring havoc in the eroding value of the peso.
The common workers feel that the reward they get for working more than eight hours a day is not
enough to support his family. They seek opportunities abroad working away from their families. This situation
again brings new values for more money that at time contributed to eroding the moral values of children or
siblings left behind.
22
Their contribution to the dollar reserved of the country is another factor that sustains the level of
economic growth of the nations. They feel that their heroic act in economic contribution is not given due
protection by the government. Those left behind I government managing their contributions amass at the
expense of the labouring class in foreign countries with varied culture.
In the local setting, rallies and demonstration could be seen in the streets asking for more economic
benefits for the common workers. Drivers and operators are seeking for fare increase, as gasoline prices
continue to rise almost weekly. Government and the private sectors are tied up to solve the problem yet for
the obvious reasons they only know that they could not do anything, hence; the common workers again
perceive that the government is for “asking and not for giving”.
Motivation in productivity at work must equal the reward system and should be perceive by the
workers s fair and just. It must sustain his basic and a little of his social needs for him to be happy at work
and his relation with his family. How can work father feel happy when his wife nags at him the amount in his
pay envelope could not even buy the basic foods and education of the children?
Moral values and commitment to increase productivity is the link to better performance in the job.
Effectiveness and performance is the greater elements kin the economic development of the country Iin
general. All these hinge in well-motivated employee at work. Love for work with equal reward is the ingredient
to the development of moral values at work.
THE EROSION IN WORK VALUES AND ETHICS
Most Filipino workers in the local setting are not happy at work. Many are seeking better opportunities
abroad and take pride being an OFW. Being away from their loved ones is a sacrifice, not to mention the
climatic and cultural orientation of those countries every OFW has to live with.
Those who enjoyed the benefits of earning the green bucks continue working abroad to support the
education of their children and the little enjoyment in social benefits. Their motivation at work is the financial
reward, as they have to comply with work ethics in the foreign country. This, they have to comply or else they
could not be given another contract.
Job opportunities in the local setting continue to go down the drain. Hiring for regular positions in
industry in difficult to find as most companies resort to contractual employment. Performance is limited to the
five month duration of employment. Pride of work becomes obsolete. Workers mostly view quality output as
not synonymous with personal pride and success.
THE CULTURAL OF “BAHALA NA”
This word came from our concept the BATHALA or God will provide everything we need. It is a
religious belief that was handed to us for so many decades. It started even before the coming of the
23
Spaniards when we kept our destiny in the hands of the gods. Again the Spaniards came into our shores with
religion in their hands. They continuously professed that everything could be put in the hands of the Lord as
He would provide everything we need to live. The attitude that was handed down to us is “I do not care” as
everything will be according to HIS WILL.
BAHALA Na could be a two-note power block. On the negative note, it connotes submission to the
will of the supreme Lord. This could be the strands that block the progress of his career at work as he leaves
things alone. These negative attitudes and values made him unprepared to accept positions of higher
category as he does not prepare himself to accept responsibility.
On the positive note, BAHALA Na attitude could be the strongest weapon of those with courage to try
new things as he puts himself prepared for any position that comes his way. He trusts that the Lord almighty
will always be there for him as he uses the wisdom He has given him. He looks for opportunities, tries new
things and puts everything with the greatest faith in God. He tries new ventures and discovers new things
that will improve his life and those of his loved ones. BAHALA NA, God is with me.
PAKIKISAMA AT THE WORK PLACE AND SOCIAL SETTING
Pakikisama is another value and culture that we Filipinos bring into the work arena. While, again there
is nothing wrong with pakikisama as it connotes cooperation and conformity with established traditions, it is
often abuse in the promotions and the employment of workers.
In terms of promotion at work, you need to put in grease money or padulas or gifts so that you will get
what is supposed to be due to you. In this type of society and organizational set up, those with the necessary
skills and qualifications tend to find new opportunities elsewhere outside the country as they cannot stomach
the system. This in effect hampers the development of our economy as it contributes to our brain drain. Good
workers who leave for foreign countries prove that their worth is rewarded. This develops in them new
behaviour at work.
PALAKASAN SYSTEM
Palakasan is a practice in the business and industry that at times hampers the progress of
organization. A business organization, to move forward, must conform to the whims and caprices of those in
power. Mostly they are government offices or those with connections in the government.
The appointment in the government position is usually based on political connections rather than
skills and qualification o the applicant. At times they are employed under Republic Act 1530, a system that
the employee reports on the 15th and 30th of the month to collect salaries and wages without doing any
service for eh good of the government organization.
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PALAKASAN is an illegal instrument of the corrupt in their greed for money. Our materialistic world
does not anymore conform to the values of honesty and integrity at work. Our officials are remiss in providing
models for our sense of dignity and self-esteem. Our hope is the making of new generation of officials with
greater commitment to honesty and service to our people.
PALUSOT SYSTEM
Another value within the system is “palusot” which is a very rampant practice in government offices or
even in some private companies. Goods and other imported materials pass through the Bureau of Customs
through the system of PALUSOT in order not to pay taxes which go to the social and educational benefits of
the Filipino. It is counter-productive even to PINOY farmers as imported rice; vegetables and even meat
products make LUSOT in the hands of corrupt officials.
THE ‘MAMAYA NA’ SYNDROME
One culture and value that is crafted and emboldened in our system and our relations with the
organization is the MAMAYA NA habit. We often hear workers trying to postpone what they can do today for
tomorrow. Mamaya na lang o kaya ay bukas na lang. We are people who could not be rushed for things to
happen. We always try to find reasons to evade work.
This negative attitude in our value system contributes to our low productivity and economic growth.
Again, this could be attributed to the Spanish influence of “siyesta” or rest after half-day work or sleeping in
between or after lunch time. It is the practice of indolent Filipinos.
To be productive and fast enough I sustaining the need for economic prosperity, we need to move
fast. The economic booming the Asian region has left the Philippines I the last end where we used to be in
the forefront in the last four decades. While our value system could not be the sole culprit, it contributes
immensely in eroding our commitment and value for work.
THE DEVELOPMENT OF EXTENDED FAMILY CENTEREDNESS
Due to the unpleasant experience of our countrymen in the implementation of the laws, that are
supposed to be for the benefit of all the governed, Filipinos develop a system of extended family. This
extended Family system is where they could go for help and assistance in time of need.
The extended family is composed of relatives by birth like brothers and sisters, cousins, and those
acquired and assimilated due to marriage, and other religious and social linkages. The extended family is
bounded by common interest and aspiration the system developed a common shield for protection, as he
perceived that the government could do nothing to protect his personal and social interest.
25
It is governed by social law of hiya, a Filipino value of shame for things done not in conformity with
the norms and values of the group. The members of the family have to follow the informal set of rules of
utang na loob a reciprocal system of given and take.
Society in the Philippines setting is known only as the sphere of his social membership, not the bigger
social system of the country. There are two communities, the government of the nation and the extended
family. He may be bound to violate the laws of the land, as long as he could not be caught, but careful not to
go against the rules of hiya and the conduct of the extended family.
These two moral standards or norms of conduct result in a divergent acceptance of what is right and
wrong and high ambiguity in behaviour. The action of the Filipino workers in organization and society is more
ambiguous. He lacks decisiveness and directions and actions.
DEVELOPMENT OF UNIONISM
It may be noted that unions or employees associations are not bad at all. It is conceived as another
factor that contributes to out low progress in the industrial organization.
Unionism is a two-note factor. When union is organized as catalyst to the development of better
values at work and serves as a cooperative organization to pursue the mission and vision of the organization,
it becomes a positive aspect. It is organized as a conduit to develop better working relationship among
members of the union while protecting the legal rights of the members in the work place.
It serves as a social mechanism to ease the boredom of work The union could make the work place
as a happy environment for its members. It could be a vehicle for sharing work ethics and values and
contribute to the culture of sharing and giving. Union objectives should be attuned to the goals and objectives
of the organization.
On the other hand, there is the negative connotation about union organizations. It is organized to
solely protect the interest of members who are not given equal protection by the government of their legal
rights. They organize themselves like any extended family to collectively air their rights and complaints.
It may be also due to the inability of the Department of Labor and employment to supervise effective
compliance of industrial organization in the implementation of labor laws and regulation. This scenario again
creates the notion that the government is a protectionist of the moneyed and the influential.
On the other hand, capitalist and stockholders are stingily in sharing their gain from the operation.
They amass wealth and power and expand their operations leaving behind the progress f those people who
made them rich. This unequal distribution of the gains of labor and capital investment makes the union at
loggerheads with organizational management.
26
The induction of members of the leftist believes that the labouring class must get more for the profits
of the organization, as they are the greater contributory factor in making the gains of industries. This is
another factor that fuels the greater aspiration for more profit sharing.
As a result of this misunderstanding between labor and management, most companies close their
shops and go to either China or Vietnam. These countries have sets of social and communist ideology from
which the unions have patterned its beliefs. In these countries, unionism is taboo or inexistent. They are
more productive and efficient that their economy has progresses greatly, leaving behind the Philippines who
have the greater supply of skilled and educated labor plus the factor of managerial expertise.
We have millions of educated population who could help propel economic development. The problem
is the development of values and behaviour that should be used for better organization. Development of
positive character, culture and values at work and social organization is the great call of the time for those in
the education and the industrial sector.
It is quite difficult for us to understand this relationship but prudent management of organization will
tell us that labour and management are partners in making profitable and happy organization. One cannot
exist without the other.
EDUCATION DIVERSITY
The education of the Filipino is the making of educational patterns that did not consider Filipino’s own
heritage and value setting. Most of these were pattern after American education system. They are the prime
movers in awakening our rights as human beings. The problem is that freedom is perceived as doing things
as one wants to without regards for the rights of others.
There is nothing wrong in knowing our rights. As a matter of fact it is the foundation of a better citizen
of this country. On the other hand, It carries with it the big burden of responsibility for others and our country.
Our right carries with it an equal amount of responsibility.
As pointed out above, our educational system did not see the heritage and value system of the past.
This should be the foundation of our curriculum in the making of better Filipinos. We take courses geared
towards white collar job rather than those that are needed for the development of our agricultural economy
and the growing demand in the industrial sector.
There is no relationship between the courses offered in schools and those that are required for
employment. A glaring example is that, there are graduates of the nursing courses that could not be
accommodated in hospitals due to oversupply; thereby they land menial jobs as outsourcing agents.
The demand for nurses as overseas workers declined and we found that such course is not any more
profitable for the aspiring Filipino wanting to earn the green bucks, We spent a lot of money in training them,
27
yet their opportunity for better employment and service for the courses they got into went to waste. Again this
is the freedom of choice.
An analysis for the needs and requirement for education should be studied carefully so that the
educated Filipino gets what is good for his economic well-being. Labour requirements and educational output
must match so that the money spent in education could be put to better use.
THE PATHWAYS TO THE DEVELOPMENT OF BETTER PINOY
The Filipino as pointed out earlier is a complex social being is not bad at all. We are a persevering
breed of people as we take things in stride without much rancour or complain as our faith in God is strong
and solid as a rock. We know how to bear hard times and enjoy the bountiful harvest of our efforts. We are
sociable, hospitable and caring people.
KNOW OUR SELF AS A PINOY
Today is the time for use to redirect and discover our own identify and aspiration as a people working
in an organized system. We have our own identity, different from the Western influence as we are the
product of many cultures. We are Asian with complex behaviour. We are distinct due to our past experience
with Spaniards, the Americans , the Chinese, Japanese and even the culture of our forefathers.
We are endowed with the Spirit of BAYANIHAN, a culture of mutual assistance without qualms for
monetary reward. This spirit could help fuel our aspiration for economic progress if cultivated in the work
place and even in social setting. We have open hands to give to victims of calamities and the poor. This
value is still in us, as sit is deeply rooted in our nature as a true PINOY. We need to come up with a happy
balance between our negative and positive values and that this spirit should not be abused by the less
fortunate. We need to re-cultivate, re-direct and re-orient these value systems in schools, in government
offices and in the work place.
We need to organize more COOPERATIVES as a form of group efforts of mutual assistance and as
economic vehicle for the small and medium entrepreneurs. These cooperatives will help propel the economic
development in the countryside if given the boost and support of the government.
The billions of pesos in poverty alleviation program could be used as seed money to start small
business cooperatives and develop BAYANIHAN spirit. Giving help is cash will only make the PINOY ask for
more. Let us not give PINOY fish, but let us help them catch fish through the BAYANIHAN spirit in our quest
for cooperative efforts.
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EDUCATION AS VEHICLE
We are rich in manpower resources as we are one of those with higher educational attainment in the
third level of education. While this is true, we need to redirect that educational output into productive
endeavour that would help the country towards the destined progress aspired by all PINOY. We need to
study and conduct a thorough analysis of course offerings that would be in demand in the next five years or
in ten years. We need to design curriculum offerings geared towards these manpower needs.
It is only of paramount importance that we develop knowledge and skills. We need to develop values
and dedication to work hard enough to attain productivity in the work arena. We need to develop work ethics
and values of the Japanese, as they are worthy of emulations. We need to indoctrinate work values in
organization, develop organizational behaviour conducive to happy environment.
THE NEW MANAGEMENT PERSPECTIVE
The old Filipino concept of autocratic management is becoming less prevalent in the work place
unlike the beginning of the management system in the Philippine setting. This is due to the educational
advancement of Filipino Managers in terms of training and development interventions in the industry.
Filipino Mangers are now beginning to be aware that workers are not merely tools of production. They
are partners in the development of effective organization.
The following human aspect of people in organization must take the front for them to motivate.
a. People at work crave for importance.
They need attention and love
b. Employees need respect for their rights
c. They need recognition for their contribution and accomplishments.
While we are all aware of the above human needs at work in industry and government, managers in
all sectors should give consideration and activate their human resources machinery to keep the pace of
motivated workforce in organization. The effectiveness of managerial strategy could be measured in terms to
employee productivity at work.
It may be noted that the industrial sector and even those in government are manned by people who
come from the provinces. These workforce are free from the bondage of the soil as opportunity for economic
and social progress seems too slow for them. Poverty has driven them to seek opportunity in the cities and
industrial centres. As a result of this internal migration to the center of population, some workers develop
cultural shocks. These should be given due attention for them to be socially assimilated in the organization.
29
NATIONALISM AS A NEW CHALLENGE OF THE TIME
Nationalism is the challenge of the time. It has eroded immensely as a result of the western influence
of economic exploitation. Our state of loyalty and concern for the state has been relegated to the background
due to our materialistic syndrome and quest for more money. Greed has forgotten the value of national
interest and organizational productivity.
While industries and company progress with leaps and bounds, the national economy remains in the
sad state of economic stagnation. We are tied up in loans from international financial organizations like the
International Monetary Fund and the World Bank. Our national gross product has to shelve almost thirty four
percent of hard earned taxes that come from the working class and the poor Filipinos.
Progress is a two long process. The economic progress of the industry must be transformed also o
the economic development of the nation. This axiomatic, that industries are getting more profit sin their
operations, yet the very state that protects their interest remains to be poor. The question at hands is, are
they paying the correct taxes in their operation and giving their labouring class the fruits of their contribution
in making this company richer every day.
Nationalism is the state of mind and concern for the welfare of the state and the people. The pursuits
of the Filipino aspiration for national identity and nationalistic ideology have been relegated, due to the
influence of colonial mentality. The call of the time is the development of strong foundation and conviction
that the Filipino development program is for the enjoyment not only of the rich but also the lowly workers in
the organization.
Our managers in industry and government must pursue a more human system of concerns for the
development of the countryside and the advancement of national interest. The rich and the powerful must
realized that they can only enjoy living in this beautiful planet if they live in harmony with the peace loving
Filipinos.
Nationalism is a social dimension for the welfare and the good of all people in our country. We cannot
depend on others for our love of country and people. It is only in the hands of our leaders that this nation
could move forwarded in the organizational ladder. We need committed leaders in the government and
industry to lead the example of honesty and dedication for the advancement of national interest nd
development.
Activity 2: Analysis on the context above.

INSTRUCTIONS: Read each concept closely. Spaces are provided for note-taking and reflection.
1. Define the following terms and concepts:
a. BAHALANA
b. PALAKASAN
c. UNIONISM
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NOTES:
EXPLAIN: Deeper understanding the context on Explore

Activity 3: Analysis of their comprehension
1. Give the factors that determine the development of PINOY attitudes and Values
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
2. Give the positive and negative values of PINOY
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
TOPIC SUMMARY
• The Filipino is one of the most complex human being in this planet.
• The Filipino is the making of four cultural influences that made him a complex individual
• Our economic condition at present is in the subsistence level.
• The education of the Filipino is the making of educational patterns that did not consider Filipino’s
own heritage and value setting
• The Culture of “Bahala na”
• Pakikisama at the work place and social setting
• Palakasan system
• Palusot system
• The mamaya na syndrome
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REFERENCES
• Pereda, Pedrito Real et. Al., PINOY Human Behaviour in Organization ., Mindshappers Co. Inc. 2012.
• Manuel, Ma Ligayahttps:, Retrieve from://ejournals.ph/article.php?id=3962: Retrieve on February 20,
2021.
Module 2- THE INDIVIDUAL PINOY IN THE ORGANIZATION
1
2
INTRODUCTION
Individuals compose the structure of the organization to attain its organizational objectives. The same
individuals join the organization to satisfy their personal ambitions and their goals in life. There exists
personal diversity in objective that may work to invent ones favorable needs and wants to suit personal
needs.
This module is composed of two lessons, namely:
Lesson 1: Pinoy in an Organized System
Lesson 2: Pinoy Needs and Wants: the Driving Force
MODULE LEARNING OUTCOME

1. explain the behaviour of PINOY in the organization;
2. discuss the level of aspiration of PINOY in his organization; and
3. discuss the managerial approach to individual behaviour.
Lesson 1:
Pinoy in an Organized System

1. discuss the role of PINOY in the management in the development of PINOY in the organization;
2. explain how the PINOY behaves in the organized system;
3. discuss the values and attitudes of PINOY; and
4. identify the behaviour of PINOY in the formal and informal social system.
PRE-ASSESSMENT
Instruction: Write True if the statement is correct and False if the statement is wrong.
_______1. The Pinoy behaviour in organization is unpredictable as we see it in the preceding
discussions.
_______2. Pinoy is generally clannish and family-oriented.
_______3. Organization is made up of PEOPLE that should work together in harmony with the set of
goals and objectives.
_______4. The working environment must be conducive to the working PINOY.
_______5. Management has to develop teamwork and better coordination at work.
_______6. The organization and the working PINOY must work hand in hand in the realization of their
common objectives to maintain harmony.
_______7. The top management is usually headed by its chief operating officer or president who directs
the whole organization.
_______8. PINOY, being as social being has to join his barkada.
3
_______9. The ability to organize man’s effort has increasing become important as PINOY life becomes
too complex.
_______10. Contingency plan requires coordinated efforts of all concerned in its preparation.
LESSON MAP
THE INDIVIDUAL PINOY IN THE ORGANIZATION
PINOY in an Organized System
Understanding PINOY in the POrganization
The focus on PINOY Development
Who is PINOY?
PINOY in the Organization
PINOY in Formal Social System
PINOY in the Informal System
Managerial Approach to PINOY Indivdual Behevior
Figure 1 describes the flow of Organizational Behavior
CORE CONTENTS
ENGAGE: Article analysis
Understanding the Filipino Work Culture

January 16, 2020
“Pag bago dito, nanlilibre dapat e!” This is a typical Filipino joke addressed to employees who have
just started working in a particular company or organization. More often than not, the newcomer will actually
treat the whole office or his department to a simple merienda or lunch.
4
While this may seem like an initiation to some, Filipinos often view it as a way to ease one’s entry into
the team, which also helps give the person an easier time to adjust to the organization’s culture. Work and
office cultures are undeniably different in every country. That being said, the Philippine work environment has
this particular business custom that goes all the way from the different Filipino values such as friendliness,
family-orientedness, and hospitality. Whether you work in a corporate business environment, in the customer
service industry, a manufacturing plant, or a government agency, there’s a common Filipino workplace
etiquette that transcends through all industries.
Hospitality, Warmth, and Friendliness

Filipinos are renowned in the entire world for their unwavering hospitality, warmth, and friendliness.
These are what make the Philippines the friendliest nation. Such traits are highly practiced on majority of all
the workplaces in this country.
For newly-hired employees, expect your bosses or teams to throw a small party for you, may that be
simply ordering pizza for snacks or arranging a small meeting to warmly welcome you into the office. This
has been proven to significantly ease a newbie’s entrance, making sure you feel at home in your new
workplace.
Unique Communication Style

English is the second language in the Philippines, which greatly contributes to how Filipinos
communicate at work. Filipinos show respect to their senior colleagues by addressing them as “ma’am,” “sir,”
“miss,” or “mister” most of the time, even with “po” and “opo.” These are important words in the Filipino
language or culture often used to show the utmost respect.
More than verbal communication, companies today also make use of technology to easily collaborate
with one another. Websites and online tools are available online to cater to the different needs of employees
and customers.
Generosity
Filipinos are also known to be very generous in general. But, in terms of work culture, they are known
to be even more giving. When an employee goes on either a vacation or a holiday leave, chances are, they
come back to the office and hand out small trinkets, souvenirs, or pasalubong from their trip to their
colleagues.
Generosity is also often shown in how Filipinos willingly give free food to their colleagues when it’s
their birthday, when they get a promotion, or simply when they do a great job on a recent project. The
concept of “potluck” is also very evident in Filipino workplaces as they love handing out and offering their
lunch meals or snacks to everyone. This concept encourages each employee to bring in something from their
homes to contribute to the small feast; it just goes to show how much Filipinos enjoy eating with friends and
workmates.
Hardworking
Working overtime is another popular concept in Filipino work culture. A lot of workers nowadays don’t
mind working beyond office hours because they see this as an opportunity to increase their work’s value and
5
learn more about their field. Not to mention, today, both creativity and resourcefulness of the Filipino people
shine through, which helps employees work harder and give better outputs. On top of that, despite having a
lot on their plate, you will often see Filipino workers offer a helping hand to their colleagues so as to help
them progress or accomplish a project.
Collaborating is not something new to this culture, because if there’s anything Filipino employees
love, it is definitely helping a struggling co-worker.
Work Culture like No Other

Although varied in so many ways, work culture in the Philippines is still like no other. More than the
workload itself, Filipinos take pride in establishing relationships with their colleagues because they believe
this is one of the most significant keys in succeeding. Working with Filipinos is definitely an exalting
experience for many, if not all; hence, more than anything, it’s important that you find yourself a company
with good Filipino work culture so as to help you adjust and excel in no time.
Activity 1: Story analysis

INSTRUCTIONS: Briefly describe the following Filipino work culture.
a. Hospitality, Warmth, and Friendliness
b. Unique communication Style
c. Generosity
d. Hardworking
EXPLORE: Organizational Behaviour
THE INDIVIDUAL PINOY THE ORGANIZATION

PINOY IN AN ORGANIZED SYSTEM
Individuals compose the structure of the organization to attain its organization objectives. The same
individuals in the organization to satisfy their personal ambitions and their goals in life. There exists personal
diversity in objective that may work to invent ones favourable needs and want to suit his personal needs. The
Pinoy behaviour in organization is unpredictable as we see it in the proceeding discussions. It is rather
complicated as it arises from deep-seated needs and with other value system of people individuality.
The science of management and psychology cannot fully solve the problem of people diversity, yet
we need to understands PINOY differences so that human relationship if organizational management is
prepared to think of individual PINOY in the human terms of their value system and culture.
PINOY is generally clannish and family-oriented. He would prepare to work with people whom he is
familiar with and within his regional orientation. He could easily associate with peers and friends as he is
sociable and hospitable. He is careful not to hurt feelings and beehives properly in organizational gathering.
There are those who believe in himself and would rather drive his personal views that at times run counter to
other people’s feelings.
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UNDERSTANDING PINOY IN ORGANIZATION
PINOY should understand that organizational behavior is related to the interaction of various people
in the organized systems. Organizations are created to serve its mission and vision. It shall gear towards and
goal for which they aim to achieve.
• Organization is made up of people that should work together in harmony with the set of goals and
objectives. Organizations have formal structure that follows a system of work flow and carries with it a
system of accountability and responsibility; it has technology that is put in place to make work simpler
and easier for people in carrying their task at work.
• PINOY is in the organizational set up constituted the internal system of the organization. They are in
small groups or large groups of individual coming from different regional orientations and family
values and culture. They have individual feelings, thinking, needs, wants and problems, yet they ate
bounded by the common objectives for which the organization has to achieve. They must work
harmoniously together to attain the desired organizational objectives and at the same time satisfy
their person al needs and wants.
• The organizational structure sets the parameter of PINOY relationship. They have to group together
in different role relationship as people are required to perform their specific assigned task. Works in
an organization are many and these have to be divided proportionately to avoid work overload.
Assignments should be based on individual skills and specialization.
• We have to assign Managers and supervisors to carry our supervision of work of people so that target
and programs are carried out effectively. They carry a certain amount of authority to perform
effectively the task of management and supervision. That authority carried an equal amount of
responsibility, as the main structure relate to power and duties.
• The organizational technology is the mainspring of improved system at work. It is the physical and
economic condition that makes people work faster and easier. Computers and advance electronic
machines make work relationship at work in the production better goods and services. The designs of
building are made conducive to the working environment so that people can work with ease and
comfort. Modern machines are provided to produce more goods and services to meet the growing
demand of organizational clients.
• Organization operates within the larger social system. The social environment constitutes the large
system that organization has to work in harmony for it to progress. The success and failure of the
organization are dependent on how the internal social system interacts with the outside environment
as influences the attitudes of people and affects the working conditions. This environment competes
in the allocation material and human resources and therefore has to relate effectively to maintain its
social and economic balance with other social system.
• Along this line, PINOY has to understand his role behavior in his organization and those of the other
social environment. PINOY has to be assimilated with people in his internal social system ad hose of
the outside world of work for him to enjoy life and to satisfy his growing needs and wants.
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THE FOCUS ON PINOY DEVELOPMENT
The focus of any FILIPINO organization is the development of better behavior in organization as it is
the foundation of better management system. The behavior of any single individual is the organizational
setup, may he be a manager, a supervisor, the ordinary worker or the janitor constitute the quality of life in
that particular organization. They all influence the behavioural attitudes and values of the internal system that
affects working relationships.
Along this line Management must provide the following mechanism:

• The higher management in the organizational structure should provide the mechanism to improve
PINOY behavior. It is the management role to integrate the Filipino culture and values in the workings
of the organization.
o Management must integrate the skills and knowledge in the use of technology in order to
improve organization and people relationship.
o The PINOY employees must be motivated to work in harmony with establish norms and
values of the organization.
o Organizational behaviour emanates from the workings of people and how they behave to
certain situations.
o People in organization are the important key element that describes the whole organizational
system. They work in an organized system.
o The failure of Juan is the failure of the entire organization. ANG SAKIT NG KALINGKINGAN
AY SAKIT NG BUONG KATAWAN.
• The working environment must be conducive to the working PINOY. The style of autocratic
management drives people initiative away. PINOY are not lazy they are only made that way because
they were not given the chance to prove his capability. Their creativity can produce outputs more that
their inputs.
• Management has to develop teamwork and better coordination at work. Team efforts are the result of
better coordination in the work area. It is the duty of every manager to provide effective time
sequence in performing work activities to provide better cooperation among workers.
• Management must satisfy the basic human and social needs of every Pinoy in the organization.
PINOY works because he has to eat and provide his family with basic comfort in life. It is not only his
physiological needs that need to be satisfied but also his psychological needs. This has to be taken
care of for him to enjoy his work and his relationship with the organization.
• The organization and the working PINOY must work hand in hand in the realization of their common
objectives to maintain harmony. Organization wants to realize its objectives of better service and
profit while PINOY wants a share of his collective efforts. One cannot exist without the other. ANG
MABUTING BUHAY AY DALA NG PAGTUTULUNGAN.
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WHO IS PINOY ACCORDING TO DOUGLAS MCGREGOR
PINOY is no different from other people in the world of any organization. From the experience of other
Personnel Managers in many organizations and the personal association of the authors with the other r
group of people, we came up with the assumptions of the famous author Douglas McGregor about hi
THEORY Y AND THEORY X. This theory assumes that:
1. A typical person dislikes work and will avoid it if possible.

To a certain extent this is still true to the present tome as there are people who are still lagging behind
in performance. They want work but when given the opportunity they refuse to give their best in the
job.
2. A typical person lacks responsibility.

Still prevalent in most instances as we know our rights but refuse to accept responsibility. We want
job but the responsibility to do best still lacks in intensity.
3. Pinoy has little ambition.

Some Pinoy are left behind in the promotional ladder because they lack ambition to succeed. They
want shortcuts to promotions through the connections and padrino system rather than through hard
work and personal improvements.
4. A typical pinoy seeks security above all.

We want to be employed permanently and have life time job yet, our marginal performance is the key
factor in lifelong employment. Job security is related to work efficiency.
5. Most PINOY must be coerced, controlled, and threatened with punishment to get them to
work.
We need Managers and supervisors to keep watching people at work. Sometimes they need to be
threatened with suspension or termination to get things done properly and on time. NAGLALARO
AND DAGA PAG WALA ANAG PUSA.
On the other hand, PINOY is not at all bias as we see him. The making of new PINOY is brought
about by the development of his education and the new value system that he sees fit for him to advance in
the organization. These values are seen by McGregor as the THEORY Y which describe the new Filipinos:
1. People view work as natural as play or rest.

We could see hard working PINOY in industry, in school, and some government offices. We
see them early in the office, always present, and work with ease as if he does not get tired.
9
2. People are not inherently lazy.

They have become that way as a result of experience. PINOY becomes carefree because he has
not been given the right motivation for him to be productive at work. He did not study well because the
teacher had not provided the necessary motivation for him to excel in class.
3. People will exercise self-direction and self-control in the service of objectives to which they
are committed.
Given the right incentives and motivation, PINOY will evolve into a self-driven individual with
sense of responsibility and commitment to his chosen field of specialization. We need to develop his
interest and inner drive to excel. PINOY has potential. Under proper conditions, he learns to accept and
seek responsibility. Pinoy needs the condition of trust and confidence to develop his potential. He must
be given the opportunity to prove his worth in the field of his interest.
4. They have imagination, ingenuity and creativity that can be applied to work.
This is evident on PINOY who became successful abroad as he was given all the opportunity to
use his talents. PINOY is known worldwide for his talents in many fields. With these assumptions the
managerial role is to develop the potential in employees and help them release that individual potential
towards the common objectives. Proper motivation is the product of proactive management in seeing the
needs of people at work.
PINOY IN THE ORGANIZATION

PINOY in general has much in common as he is an individual with needs and problems. He is not
different from her other persons in this planet. Though he came from various with different cultural
orientation, values and aspiration, PINOY is the same as those other nationality. People throughout the world
play different role behavior.
The study of Psychology made the following assumption about people.

1. People have individual differences.
People have common features as we have two feet, two hands, heads and all the body parts
that unction in harmony with our earthly environment. We eat food in order to nourish our body as we
use our brain to think for ourselves of what is good or bad. Studies showed that there is no common
behavior among people as we respond differently in any situation. Even identical twins differ in many
ways. At birth we already differ with other individual. These differences even make more people
display different behavior because of difference in experience with the environment where they grow
up.
Relatively, these individual join an organized system with individual differences. We cannot
separate these differences in character, values and culture in making organizational decisions.
Organization and individual have different unique objectives.
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Organizational and personal objectives must meet under common grounds. While
organizations have the responsibility to make decisions, it is still the individual either singly or
collectively who makes the decision. They have to act accordingly under the common objectives for
which the organization is organized.
2. The whole PINOY in the organization
When a person join an organization we treat him an a whole individual. We cannot separate
the individual from his personal character and values in the pursuits of organizational objectives. We
do not employ individual for his talents and skills alone to do the job for which the organization aims to
achieve. PINOY has individual differences and aspiration.
Individual knowledge and skills are the making of many forces in the life of the person. His
family background and the life he has with his family is a factor in his emotional behavior. His daily
affairs carry with it individual problems that many affect his behavior in the organizational system.
Outside the family, the individual interacts with other formal or informal organization. He has
social or religious organizations and he plays different roles. Role behavior can be improved and this
could be assets that can be tapped by the organization. Leadership behavior and personal relations
can be the working force that binds individual.
Management objectives in the organized system should be the development of the total
person. The development strategy must be able to assimilate the individual personality to that of the
organization. While skills and talents are needed to make organization move forward, such should be
directed towards the development of a more committed individual, working in harmony with the other
members of the organization. ANG SAKIT NG KALINGIKANGA AY SAKIT NG BUONG KATAWAN.
3. PINOY behavioural is caused by his motives.
PINOY in his normal self has need and wants that cause him to react to certain situations
depending on his perceptions. These perceptions are entirely alien to anyone except to the individual
personal feelings and beliefs. The positive reaction of the individual is like the flow of gas into the
engine chamber that determines the speed of the vehicle. The more gas is fed into the engine
chamber the faster the vehicle moves.
PINOY needs motivation for him to move into the direction of the organizational objectives.
The modern machineries and equipment at hand in the production of good and services could just be
there but it needs the necessary power to keep it moving. The energy must be set into the system of
these computers and machineries to keep them in motion. Similarly PINOY in his normal behavior
needs to keep his mindset towards the fulfilment of his personal objectives to keep him moving.
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4. PINOY value his personal dignity.
PINOY is a very sensitive individual. He values his personal dignity that is willing to risk his life
if someone will trespass on his personal life values. Pinoy is like no other kinds of animal as he has
feelings that could be hurt. While this ethical philosophy applies to all nationality, the Filipinos in
general are more sensitive when it comes to the preservation of his personal integrity.
Along this line, PINOY must be treated not as a mere tool in the production of goods and
services but as a partner in the pursuits of organizational objectives. He needs to be respected as a
person. He needs recognition for the good task that he contributes to the organization goals. We must
develop his positive values and give due praise to keep that human dignity.
ORGANIZATION AND PINOY

Organizations are made up of people. There can be no organization without people. There exist a
symbolic relationship between people and organization. As organization is made up of people, the following
assumption is that they are a social system and that they share common interest.
Pinoy in formal Social System

As organization is with formal structure, the people therein move within the scope of their duties and
functions. People are socially and officially bounded by their respective responsibility in the performance of
their assigned tasks. People are groups according to their talents and skills .they have specific assignments
in the organizational structure so that they move in harmony within the define objectives and goals.
The Top Management is usually headed by its Chief Operating Officer or President who directs the
whole organization. He makes decisions and everybody has follow. The organization moves toward pre-
determined goals and objectives.
The President alone cannot do the job. He needs people to help him achieve the goals programs that
he sets for the organization. He needs managers and supervisors. These managers and supervisor are given
a certain amount of authority and responsibility to carry the task for effective supervision.
On the other hand, management alone cannot achieve the goal of an organization. It needs more
people down the line to carry the task of producing the goods and services. They move in formal fashion
according to their specific roles.
Pinoy in the Informal Social System

While PINOY moves into the formal social system, he cannot be detached in the informal social
stratum. He has to associate himself with other members of the formal structure. These in informal groups
are bounded by common interest and behaviour.
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PINOY, being a social being, has to join hi “barkada.” It is the group where he shares the same life
style. They may speak the same regional dialect. They eat the same kind of food or drink satisfies their taste
buds. Outside the work area, he joins social clubs that satisfies his sense of belongingness. He plays
different types of games for his physical development. All these activities are within the informal; groups that
affect his behavior as a whole individual. These informal groups influence to a certain extent his behavior in
the organization. One may file a leave of absence from work even if he is required to do rush work only to
attend a birthday party of a friend or relative. He may file a sick leave of absence only to attend a religious
ceremony of his social group. There could be so many reasons for PINOY. KAPAG GUSTO MAY PARAAN,
KAPAG AYAW MAY DHILAN.
Managerial Approach to Pinoy Individual Behavior

The ability to organize man’s effort has increasingly become important as PINOY life becomes too
complex. Proper organization of man\s effort enable him to use not only his muscle but more so his brain.
PINOY’s behavior will exceedingly increase beyond his dreams when managerial process will effectively use
his potent power and with the use of modern technology.
The management approach must develop the following:

1. Communicate strategies to all key elements.
Meaningful strategies should cascade down the line to managers who are in the position to
take action on plans and programs. Instruction must be clear to all concerned. It should be direct and
easy to understand.
2. Develop and communicate planning premises.
Pinoy will better rat to plans and programs if he participates in the planning process. They
must include key assumptions on the prevailing condition of the business environment. Resources
must be available and it must be directed to organizational goals rather than personal assumptions.
3. Ensure that action plans reflect major objectives and strategies.
The profit motive must be taken into consideration in making action plans. Managers and the
working PINOY must contribute efficiently and effectively towards decisions that will maximize
profitability and work productivity.
4. Review strategies regularly.
Strategies must be reviewed periodically to ascertain that it is still effective. PINOY must look
at their prevailing business condition. It requires analysis and evaluation of the internal; and external
business environment as to its strength, weaknesses, opportunities, and threat.
13
5. Develop contingency and alternative strategies and programs.
When the prevailing business environment changes considerably, contingency plans should
be develop in order to avoid necessary lost in profit. PINOY must look for any positive or negative
development in the business environment and prepare alternative approaches. Contingency plan
requires coordination efforts a of all concerned in its preparation.
Activity 2: Context analysis above

INSTRUCTIONS: Define the following:
a. Internal System
b. Technology
c. Social System
d. Formal Social System
e. Informal Social System
NOTES:
EXPLAIN: Comprehension of the Explore’

Activity 3: Context analysis above.
1. Enumerate and explain the common values and attitudes of PINOY in the organization.
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
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2. Describe your understanding of Pinoy Organization.

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
3. Explain how Pinoy focuses its development.

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
TOPIC SUMMARY
• The science of management and psychology cannot fully solve the problem of people diversity,
yet we need to understand PINOY differences so that human relationship at work to can be
improved.
• PINOY should understand that organizational behaviour is related to the interaction of various
people in the organized system.
• The focus of any FILIPINO organization is the development of better behaviour in organization s it
is the foundation of better management system.
• Pinoy in the Organization
o People have individual differences
o The whole PINOY in the organization
o PINOY behaviour is caused by his motives
o PINOY value his personal dignity
• Managerial Approach to Pinoy Individual Behaviour
o Communicate strategies to all key elements.
o Development and communicate planning premises.
o Ensure that action plans reflect major objectives and strategies.
o Review Strategies regularly
o Develop contingency and alternative strategies and programs.
REFERENCES
1. Pereda, Pedrito Real et. Al., PINOY Human Behaviour in Organization ., Mindshappers Co. Inc.
2012.
2. Retrieve from: https://jobpinoy.com/understanding-the-filipino-work-culture/: Retreive on February
22, 2021.
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Lesson 2:
Pinoy Needs and Wants: The Driving Force

1. identify the basic needs of PINOY;
2. discuss the Maslow’s priority of needs and how it relates to PINOY needs and wants;
3. identify the motivational factors of PINOY and how he views his environments; and
4. identify the maintenance factors of PINOY in the organization.
PRE-ASSESSMENT
Instruction: Write True if the statement is correct and False if the statement is wrong.
_______1. Pinoy, as an ordinary human being is like a machine in the production area.
_______2. The earth and his environment provide him abundant supply of oxygen but he needs a good
quality of air to keep him healthy as pollution will affect his health.
_______3. Pinoy, being a social being, needs to join his peers in some kind of sports of his interest.
_______4. Pinoy needs not only these basic necessities to enjoy his life.
_______5. Pinoy mental capacity is a dynamic force that keeps him moving in the world of social system.
_______6. Dissatisfactions the results of unfulfilled wants and desires.
_______7. Motivates vary on different occasions at different types and intensities that influence one another
to accomplish a particular motivation.
_______8. Pinoy secondary needs are hidden and these surface only when they become dissatisfied.
_______9. It is a matter of choosing one’s professional or calling that would satisfy his sense of
accomplishment together with the monetary value attached to it to satisfy his other needs.
_______10. Pinoy perception of the organization is conditioned by the first impression he gets from the
people he meets.
LESSON MAP
PINOY NEEDS AND WANTS THE DRIVING FORCE
PINOY and His Needs
Pinoy Basic Needs
Maslow's Priority of Needs
PINOY's Level of Aspiration
PINOY Perception of His Social Environment
PINOY Motivatinal Factors
PINOY Maintenance in the Organization

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Figure 1 describes the flow of PINOY needs and Wants the Driving Force
CORE CONTENTS
ENGAGE: Quotation analysis
Activity 1: Quotation analysis

INSTRUCTIONS: Briefly explain the quotation above in one paragraph.
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
EXPLORE:PINOY and His Needs
PINOY, as an ordinary human being is like a machine in the production area. Machine needs oil to
function normally to produce good products. It needs maintenance and repair at times. It bolts and nuts have
to be tightened to go on its normal operation. It needs to be shut down once in a while. If machines need oil
and maintenance, much more the working PINOY, as he is human with feelings and needs.
PINOY BASIC NEEDS

Basically Pinoy needs food, clothing and shelter. He needs to provide himself these basic needs for
his survival and health condition. The earth and his environment provide him abundant supply of oxygen but
he needs a good quality of air to keep him health as pollution will affect his health. He needs clean
environment as to keep him safe from diseases and other ailments.
• PINOY needs not only his physical security from harm but also security from employment to keep his
basic needs. He needs a good living condition for him to rest from work or other physical activities.
The home he lives in must be secured from elements of nature or threats of outside elements.
• PINOY needs not only these basic necessities to enjoy his life. His social being and must live with
others. He works with his fellow workers and mingles with other people in the organization. He cannot
live alone as the saying goes that “No man is an island”. HINDI KA NAG-IISA.
• PINOY, being a social being, needs to join his peers in some kind of sports of his interest. He needs
to join some church organization based on his faith. He needs to attend social occasions and enjoy
17
the company of friends and co-workers. He needs to cooperate with his superiors in the performance
of his tasks in the office. He needs to communicate through social network and other social media to
satisfy his needs for belongingness. PINOY therefore is a social animal.
• PINOY does not stop on his basic physiological need that has to be satisfied for him to enjoy life.
Pinoy has to be recognized on his job accomplishment and performance of his assigned task. He
needs to move up to position of leadership both in social organization where he belongs and later to
the office where he works with. In short, Pinoy needs to satisfy his mental and psychological needs.
• PINOY, mental capacity is a dynamic force that keeps him moving in the world of social system in the
organization. In the course of his work and social relationships, he meets problems. His capacity to
solve these problems makes him stronger to live in social organization. Problems are the spices of life
that may either make or break him. It makes him happy and contented if he successfully solves the
problem as it boosts his social and mental ego. It breaks his emotional stability if he failed to solve it.
In some cases, Pinoy makes these as steps or challenges for him to do better next time.
• PINOY needs are not simple as he is more nebulous because these needs represent needs of both
body and spirit. Pinoy, as he matures in the organization, develops higher order needs of the spirit
and emotional satisfaction which are more than money and promotion.
The following needs of Pinoy as he goes higher in the structural system of the organization are:
1. Self-esteem
2. Sense of Duty
3. Self –assertion
4. Giving and belonging
5. Loving and giving affections
These needs vary among many PINOY. One may need self-assertion and aggressiveness. On the
other hand, one many be submissive and yield to others aggression. This higher order of needs also vary
according to time ants circumstances as individual; feelings and perception are not constant at all times.
• PINOY secondary needs develop in a variety of motives. Analysis of his behaviour would point out
that it I not simple matter of leaders to come up with a single solution. Motives vary on different
occasions at different types and intensities that influence one another to accomplish a particular
motivation. In view of these, organizational management must therefore be looking on the right
“motive’ to keep the desire for higher performance burning.
• The secondary needs on the other hand have limits and vary from different persons. One may like to
be superstar in the basketball game or tennis tournament yet he lacks the skill to perform the task.
One may like to be the centre of attraction in a social occasion being the toastmaster, yet he may
lacks the wits and skills of communication. PINOY, who would like to develop and gain satisfaction on
the above areas, may be challenged to develop his skills and develop difficult behaviour.
PINOY secondary needs are hidden and these surface only when they become dissatisfied.
Dissatisfaction is the result of unfulfilled wants and desires. It is too nebulous that people react to it only when
their level of satisfaction is not attained. The following characteristics describe the secondary needs:
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1. These needs are conditioned by experience.

2. They vary in type and intensity among people.
3. They work in groups.
4. They are often hidden from conscious recognition
5. They are intangible physical needs.
6. It is more of spiritual and mental needs that influence behaviour.
MASLOW’S PRIORITY OF NEEDS

The above discussion about PINOY primary and secondary needs are further simplified by the priority
of needs as expounded by AMBRAHAM H. MASLOW. Needs according to Maslow follow a certain pattern
of priority. As the more basic needs are satisfied, the person seeks higher order needs. Higher order needs
are postponed until the basic needs are satisfied.
The Priority of Needs According to Maslow

1. The Basic Physiological Needs
2. Safety and Security Needs
3. Belonging and Social Needs
4. Esteem and Status
5. Self-actualization and Fulfilment
According, this hierarchy of nemesis like a ladder that the basic needs have to be satisfied before the
second level predominates. The need for safety and security will predominate only when the need for food,
clothing and shelter has been satisfied. The next higher order needs follows and so with the higher
psychological needs.
This is pyramid of needs according to Maslow.

19
• PINOY must work to satisfy his physiological needs (food, clothing and shelter). When this need is
satisfied to certain degree, he wishes that other needs are satisfied. In this connection, he would wish
that he works permanently to be assured that he gets his daily living. He would perform his job to
attain security of employment. He would construct a better house to be protected and he safe from
the elements of weather and the outside sources.
• PINOY may wish to study further for him to be promoted to the higher position in office or seek other
employment that will satisfy his need for recognition and status. He may batten training and seminars
related to his job or take board examination to get higher status and social recognition.
• PINOY physiological needs are finite. It can be satisfied when he is assured of tomorrow’s food, water
and clothing, and so with the second level. The third level of needs is infinite and the level of
satisfaction comes differently at different intervals. These needs are more to the satisfaction of his
mental and emotional needs.
• PINOY psychological needs are not only present or could be met at the working social environment
but also outside the sphere of the work area. Being a social being, he mingles with other people after
work and he may find satisfaction being elected as officer of his church and community organization
or his play activities. He needs recognition in the community where he is in. He builds a better in a
higher class subdivision to develop a better image of himself. He buys a brand new car. He stuffs it
with accessories that satisfy his ego and feel that he is different from the others in the community.
• PINOY needs of self-actualization is the highest order need. It means becoming all in one of
becoming. It may not be present in all Pinoy but many aspire to attain it. It is a matter of choosing
one’s profession or calling that would satisfy his sense of accomplishment together with the monetary
value attached to it to satisfy his other needs. With this needs go the power to command and be
satisfied with the accomplishment of his vision in life? It is the power to influence others and see them
through the line. It is the will power to overcome challenges and problems of daily living. It is the
power to lead others and attain success that is limitless. At times power corrupts PINOY.
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WHAT PINOY WANTS

Considering the present state of the country’s economic condition and being in the stage of
development, most of PINOY wants is the satisfaction of his material requirements in life for him to enjoy the
convenience of living. His wanted are environmentally conditioned motivating forces or drives toward a
particular goal.
• PINOY’s deeper foundation of his motivational program is always related to needs. It is the cause of
action, but wants are the clue to the type of action that is likely to take place.
• PINOY does not always choose the best solution of his wants but only to point of the satisfactory
level. His level of satisfaction may be low. He may be satisfied at first just to have a mobile phone of
the lowest category for he has none of it at the moment. He wants to text or communicates with his
associates. This makes PINOY the text capital of the world because of wants for communication even
on unimportant matters, just to let somebody know he is around.
• PINOY feels of wants do not stop there, he later aspires to have a high-end mobile phone to shoe to
friends that he can send e-mail or pictures to far places. That is with his new mobile phone. He could
at the same time have radio or television all in one. The model changes so rapidly that the level of
wants goes higher as new models come into play.
PINOY’S LEVEL OF ASPIRATION

PINOY unlimited wants at any given time is called his level of aspiration. The level of aspiration is the
long-run goals of the person, If varies among individuals. Pinoy, being a college graduate, has different
sense of values than ordinary JUAN who works in the production line, whose level of education is only on the
secondary level and refuses to go higher and is contented only on his minimum wages.
PINOY success, opportunities, and the other prevailing environmental factors vary up and down, and
his level of aspiration changes to keep always ahead of actual achievement and spur the value of PINOY
onward. It is a set beyond realistic opportunities, and one will be frustrated if achievements become low. To
some, it is a challenge, to others is a drawback that changes the course of life and finds new opportunities, or
surrenders because it is beyond his capacity to improve. Generally, matatag ang Pinoy at hindi siya madaling
sumuko. LABAN PINOY ANG TAGUMPAY AY NASA PAPGSISIKAP.
PINOY PERCEPTION OF HIS SOCIAL ENVIRONMENT

As PINOY lives in a social environment, his perception is conditioned by the past experiences that he
has in the course of his association with people and the workings in the organizational system. Reaction to
employment is filtered through one’s perception.
• It is Pinoy view of the world as he sees it as an organized framework that he has built out of his own
experiences and values. PINOY is a unique individual with problems, differences in interest, and full
of background experiences that controls his perceptions of each situation.
• Personal value is strongly influence by his perception of the happenings in his environment. PINOY
believes on the facts of life, and he behaves according to his perception. His needs and wants are
21
paramount and entirely different from others in the social system. The experience of PINOY from the
time he was born and the level of education make up his total personal values.
• Since perceptions are strongly influence by personal values, organizational managers who motivate
Pinoy find it necessary to avoid excessive rationality. Pinoy is a human being and not a machine that
could be kept to its maximum capacity. Pinoy as rational being must be motivated in his entire
individuality. He can only be motivates based on his individual needs and not the way others want it to
be.
• PINOY perception of the organization is conditioned by the first impression he gets from the people
he meets. Pinoy develops a [perceptual set of values on his observations of people he works or
associated with. This perceptual set makes his reaction as either favourable or unfavourable
depending on whom he believes in at the first meeting. DAMANGDAMA KO NA SA UNANG
PAGKIKITA PA LAMANG.
PINOY MOTIVATIONAL FACTORS

PINOY reaction to motivation is conditioned by perception of what he can get from the organization of
which he works with or the group he is in. This could found in the policies and objectives of the organization
as it is spelled out in its mission and vision. It could also be reflective of the organizations policies and
procedure at work. The more stringent the policies are the more they are not attractive to Pinoy perceptions.
The following are considered as Motivational Factors:

1. Achievement at work and at his association.
PINOY as an individual human being is full of hope for achievement as he grows older
and matures in the organization of in his association. Achievements are incentives that
motivate his ego needs. His accomplishments are living decorations that he can be proud of
not only to his next of generation but also to the community and company he works with.
PINOY works to prove himself of his capability and capacity for excellence.
2. Recognition given by the people he works or associated with.

PINOY good works ad achievements need recognition. It boosts his social and ego
needs. A pat on the shoulder for his good work may be enough to keep him going a certain
mile more than his ordinary job. A plague of recognition for his exemplary accomplishment
would make him more active and consistent in his job. A simple “thank you” and “keep it up”
will jump his ego needs and he will always be on the go.
3. Advancement at work or promotion in salary and position.

PINOY joins the organization in the hope that will be promoted if he displays his good
performance. Recognition of his good work is equal to increase in salary or promotion in the
organizational ladder. He attends trainings and seminars or takes advance studies in the hope
that he wail advance further. Pinoy needs to improve his living condition, own a beautiful
house and drive his own car.
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4. The nature of the work itself.

PINOY needs challenges in the work arena. The nature of the job mist be based on his
interest and training. He must be able to maximize his mental and personal potential to enjoy
the work. The work must be interesting and must develop his talents and creativity. PINOY
potentials are limitless if given all the opportunity to explore the work horizon with minimum of
supervision.
5. Strong possibility for growth and development

One great motivational factor for Pinoy is to see himself growing with the organization.
If this opportunity is not given to him, his tendency is to look for the company that will provide
him the opportunity to grow and develop himself as a worthy member of the organization.
When the top positions are filled up by people who are only close to the management because
of special connections, Pinoy will surely find new avenue to prove that he is capable of growth
and development.
6. The responsibility attached to the position.

PINOY is generally responsible. He is endowed with values of honesty. He must be
motivated and given the chance to prove that he can be trusted. He must be put into a test.
Pinoy as responsible employee will enjoy his work under proper direction. Pinoy will be happy
in the work place if given a certain amount of responsibility that he could be proud of in
accomplishing the assigned task. Responsibility carries with it an equal amount of authority.
PINOY MAINTENANCE FACTOR IN THE ORGANIZATION

• Maintenance factors are conditions prevailing in the work environment. PINOY would expect that the
environment is conducive to his physical and mental health and his development as a human being.
• This environment is mostly related to the working condition and the company policies that are
implemented by the organization.
• Maintenance factors are job context that relates to the working relationship of people in the organize
system. When management is Theory X oriented in the supervision of the people in the organization,
the tendency is for PINOY to be put in stringent behaviour of compliance and obedience. An educated
PINOY would not be happy under that situation and motivation at work becomes minimal.
A happy PINOY is like a contented cow that is fed and nurtured in an environment that is cold enough
and is given the necessary nutrients every day for it to produce more milk. The same case is true to PINOY
for him to, produce the necessary output. His relations with hide peers and supervisors must be an air of
mutual trust and respect. The nutrients of good management must be present in the work environment.
Good management is participative in nature. It respects the human dignity and capacity to excel in eh
job itself. Good management provides the employee to relate with people in activities and objectives of the
23
organization. He is given elbow room to do his job with minimum of supervision thereby develop his personal
creativity.
PINOY needs to develop his total potential. This could only be possible under the management that
gives him the opportunity to excel in the work arena. Management has to maintain this relationship to
develop the maintenance factor of motivation for Pinoy to grow in the job and develop him for the future of
the organization. PINOY performs the work and the management provides the supportive environment.
In the work arena, PINOY is directly motivated intrinsically by the internal rewards that occur at the
time of the performance of the job. Psychologically, this self-motivating factor is job satisfaction boost his ego
thereby develops self-gratification which is more than money. This is related to how management treats
PINOY as a human being in the organization.
An example of this intrinsic motivating factor is the story of the manager-author during his
employment in the industry. An employee who did a good report and performance was called to his office to
directly acknowledge the employee. In the course of the discussion, the manager himself prepared the best
coffee he had in the office. The coffee time and recognition are intrinsic motivators as the employee is
immediately given attention. Reward is not necessary monetary in nature. It is the immediate concern of
management to good performance that counts as it develops self-esteem. It is the propelling motive of the
employees that develop self –direction and self-discipline.
Another form of motivator is extrinsic in nature as it occurs after or away from the job. The
management gives retirement plans, extra vacation leave after so many years of service, or health insurance.
This is the paternalistic approach to keep the employees to work with them. PINOY will look at the benefits
that they will receive when they get sick. He takes extra time off as he applies for the extra leave of absence.
He will be working in an ordinary fashion waiting for his retirement years. Extrinsic motivators are not job
relates and not very effective motivators in the job performance.
COMPARISON OF THE HERZBERG AND MASLOW MODELS

24
Activity 2: Context analysis above

INSTRUCTIONS: Define the following:
a. Physiological needs
b. Social needs
c. Maintenance factors
NOTES:
EXPLAIN: Comprehension of the Explore’

Activity 3: Context analysis above.
INSTRUCTIONS: Answers the question briefly
1. Explain the basic needs of PINOY.
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
2. Explain the Maslow’s priority of needs.

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
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TOPIC SUMMARY
In this lesson, you have learned that … SESSMENT
• Pinoy in an organized system
• Understanding Pinoy in Organization
• The focus on Pinoy Development
• Who is Pinoy According to Douglas McGregor
• Pinoy in the Organization
• Pinoy in Formal Social System
• Pinoy in the Informal social system
• Managerial approach to Pinoy Individual Behaviour
REFERENCES
1. Pereda, Pedrito Real et. Al., PINOY Human Behaviour in Organization. Mindshapers Co. Inc. 2012.
2. Retrieved form: https://www.makingsenseofcents.com/2017/06/wants-and-needs.html: Retrieved on
February 22, 2021.
1 Module 3 – LEADERSHIP AND EMPOWERMENT
PROGRAM OUTCOMES
INTRODUCTION
You may have heard of employee empowerment and figured it was a new buzzword doing the
rounds in the world of business. It may be a buzzword, but it’s also a lot more. Employee empowerment is
all about putting the authority of the manager to employees who are on the front line and therefore closer
to the action. When you give them the authority to make the kinds of decisions that you would only have
allowed managers to make before, then we say you are empowering those employees.
This module has become quite important, and is closely associated with the changing paradigms
surrounding management in the 21st century. While leadership in previous centuries was all about
absolute power and authority, the kind of leadership being promoted in the 21st century is closer to
coaching and is slowly becoming more and more common.
Companies aren’t seeking to boss around their employees anymore; they are less authoritarian and
more engaging with their employees and trying to get them involved in the main processes that are carried
out at the business.
Organizational behavior, at this level of analysis massively draws upon psychology, engineering, and
medicine. At the individual level of analysis, organizational behavior includes the study of learning,
perception, creativity, motivation, and personality.
In addition, it also includes the study of turnover, task performance and evaluation, coordinated
behavior, deviant work behavior, ethics, and cognition.
Organizational behavior, at this level of analysis, draws upon the sociological and socio-
psychological discipline. At the group level of analysis, organizational behavior includes the study of group
gesture, intra-group and intergroup dispute and attachment.
It is further extended to the study of leadership, power, norms, interpersonal communication,

networks, and roles.
This module is divided into two lessons, namely:
Lesson 1 leadership and empowerment

Lesson 2 individual and group behavior
MODULE LEARNING OUTCOMES

1. differentiate between management and leadership;
2. identify the different leadership theories; and
3. define the concepts of teams and intergroup conflict.
Lesson 1: Management and Leadership
In this lesson, you should be able to:

1. enumerate the bases of power;
2. identify the different models of decision making;
3. discuss the meaning of impression management; and
4. define empowerment.
PRE-ASSESSMENT
MULTIPLE CHOICE.
Directions: Read each item carefully. Choose the correct letter.
1. It is a process that includes defining goals, establishing strategy, and developing plans to coordinate
activities.
a. Organizing
b. Planning
c. Leading
2. It is a function that monitors activities to ensure that they are being accomplished as planned and
corrects any significant deviations.
a. Leading
b. Planning
c. Controlling
3. Maintains a wide network of outside contacts for possible information/favours when the need arise.
a. Figurehead
b. Leader
c. Liaison
4. Receives and screens information inside and outside the organization.
a. Monitor
b. Disseminator
c. Spokesperson
5. Looks for opportunities in and out of the organization; initiates projects for improvement.
a. Resources allocator
b. Negotiator
c. Entrepreneur
6. Includes motivating, disciplining, managing conflict, staffing, and training.
a. Traditional Management
b. Human Resources Management
c. Networking
7. These are the supervisors who are responsible for the basic work of the organization.
a. Top management
b. Middle Management
c. First line Management
8. Treats his subordinate equally.
a. Supportive leader
b. Autocratic leader
c. Consultative leader
9. Emphasizes that leaders help followers identify what must be accomplished to get the desired
results.
a. Transformational leadership
b. Transactional leadership
c. Attribution Theory
10. Views the leader as the information processor.
a. Vroom –Jago leadership
b. Situational leadership
c. Attribution Theory
LESSON MAP
Leadership and Empowerment

Managemeent and Leadership
Managemtn functions
Managerial Roles
Managerial Activities
Leadershp
Emotinal Intelligence
Management and Leadership
Leadership as Culturally Bound
Empowerment
Decision Making
Creaativity Tools
Three Cs inDecision Making
Modells of Decision Making
Power
Figure 1. Describe the flow of Leadership and Empowerment

CORE CONTENTS
ENGAGE: MINI CASE ANALYSIS
Martha's Leadership
Martha recently took over as the general manager of Goody Enterprises after its general manager
retired upon reaching 60 years old. Martha is fresh from her master's degree in Business Administration;
Martha has always wanted to make a difference in everything does and she believes that her
predecessor has practiced some traditional style of management such as being bureaucratic and
authoritarian. Martha has learned that for Goody she should exercise a participative style of management.
Goody is one of the more popular brands of slippers and shoes. Many of its workers are already
nearing retirement, or those with ages of 50 years old. Some are in their 30s and 40s. Martha took over the
general manager position when her father decided to put her in factory incidentally, her father had inherited
the factory from his parents who has ins with the family the legacy of quality slippers and shoes.
On her first day as general manager she remembered all the case studies, journals and readings from
her MBA. She thought that the factory needs a participative style and her office would always be open to
everybody. She started to put suggestion boxes in every area. She also installed an employee of the month
for the office posts sales representative of the month for the sales agents and worker of the month for the
factory workers-all outstanding employees in each month.
There were also teams that were designed to provide projects and plans and to foster more open
communication and camaraderie among the employees. The monthly meetings gave the employees the
opportunity to have more hand in planning and their suggestions are more valued and well-taken. Initially, in
the next few months, Martha felt that she succeeded in putting all these changes in the company. She felt
that they appreciate the changes which would make the employees happier while at work.
But on the 4th month, some of the employees who were members of the different teams started to
absent themselyes in the meetings. These employees were the older ones, or those in their 50s. They
instead went to see Martha and aired their apprehension in attending the meetings. They said that they felt
uncomfortable in giving suggestions and they were much better in just doing their daily routine in the factory.
Martha felt disappointed and she started asking herself what went wrong with the changes? She was
about to introduce the use of a computerized system of making the shoes, and she had already called up the
operator of the new machine who would train the workers. What will she do now? It seems that the changes
seemed unappreciated, more so unwelcomed after all.
Case Questions
1. Is there something wrong with Martha's leadership?
2. Were the changes introduced too drastic?
3. Would she continue her plans?
4. What will she do now?
5. Is it normal for the workers to react that way? Why or why not?
EXPLORE: READING CONCEPTS
MANAGEMENT AND LEADERSHIP

Is there a difference between being a manager and being a leader? Are all good managers’ effective
leaders? To answer these questions, it is important to discuss separately management and leadership.
MANAGEMENT FUNCTIONS
Planning
It is a process that includes defining goals, establishing strategy, and developing plans to
coordinate activities.
Organizing
It is a process that determines what tasks are to be done; who needs to do them; how the
tasks are to be grouped; who reports to whom; and where decisions are to be made.
Leading
It is a function that includes motivating employees, directing others, selecting the most
effective communication channels, and resolving conflicts.
Controlling
It is a function that monitors activities to ensure that they are being accomplished as planned
and corrects any significant deviations.
MANAGERIAL ROLES
According to Mintzberg, managerial roles are divided into three categories: Interpersonal,
Informational, and Decisional Roles.
Interpersonal Roles Description Examples of Task
Figurehead Represents the company I social Activities such as ribbon-cutting

or civic functions ceremonies, solicitations, and
donations to communities.
Motivates and directs employees; All functions, tasks, and activities

acts as role model and mentor involving employees
Leader
Maintains a wide network of All communication such as mails,

outside contacts for possible correspondence, message, and
Liaison
information/favours when the news feeds
need arises
The manager’s role as a personal representative of the company transcends the vicinity of the work
environment and the influence on employees. The manger acts as an ambassador of goodwill to the
immediate community and to other organizations that deal with the company.
Informational Roles Description Examples of Tasks
Receives and screens information Handles all mails and contacts

inside and outside the
Monitor
organization
Transmits, send, and transfers Forwards mails to the organization

information received from outside for information; establishes
Disseminator
contacts to members of the communication especially to
organization subordinates
Transmit information to outsiders Handles/attends board meeting

on organization plans, policies, with outsiders
Spokesperson
procedures, and results
The manager is both the source and the conduit for information on the company. It is the
responsibility of the manager to guarantee the veracity of the information and ensure the efficiency of
information flow.
Decisional Roles Description Examples of Tasks
Looks for opportunities in and out Reviews and implements

of the organization; initiates strategies on project
Entrepreneur
projects for improvement implementation and feasibility
studies
Approves organizational decisions Represents the firm in collective
on purchases, sources of supplies bargaining agreements, purchase
Resource Allocator
and raw materials and martials allocations,
employment contracts
Represents the organization in Represents the firm in collective

major business deals and bargaining agreements, purchase
Negotiator
negotiations and materials allocations,
employment contracts
Major decisions on the direction of the company regarding change in both structure and system or the
retention of old practices and procedures are also done by managers as they shuffle roles of being the chief
entrepreneur, the decisive resource allocator, and the determined negotiator. All these roles and
accompanying responsibilities impact the existence and growth of the company. Such roles require the
wisdom to forecast the future trends in the industry where the company belongs and the analytic tools to
guide the day-to day operation of the company with efficiency and effectiveness as the yardstick of
performance.
MANAGERIAL ACTIVITIES
Luthans and his associates looked at the issue of what managers can do from a different perspective.
The question is: Do managers who move up most quickly in an organization do the same activities and with
the same importance as managers who do the best job?
(Luthans, Hodgetts, and Rosekrantz, 1988)
Luthans and his associates made a study on the four basic activities that managers engaged in and
identified them as:
1. Traditional Management includes decision making, planning, budgeting, and controlling;

2. Communication includes exchanging routine information and processing paper works;
3. Human Resource Management includes motivating, disciplining, managing conflict, staffing, and
training; and
4. Networking includes socializing, politicking, and interacting with outsiders.
TYPES OF MANAGERS
1. First Line Management. These are the supervisors who are responsible for the basic work of
organization.
2. Middle Management. These are the supervisors' immediate superiors. They organize lead, and
control their subordinates.
3. Top Management. They are responsible for the performance of the entire organization.
MANAGEMENT SKILLS
It is best that managers have the appropriate skills necessary in accomplishing their tasks. Managers
should have quite a number of these skills:
a. Technical skills
b. Analytical skills
c. Decision-making skills
d. Computer skills
e. Human Relations skills
f. Communication skills
g. Conceptual skills
LEADERSHIP
Leadership is defined as the process of influencing others to facilitate the attainment of
organizationally relevant goals (Ivancevich and Matteson, 2007).
• Likert's Job-centred and Employee-cantered Leadership has contrasting views. The job centred
approach uses legitimate power and force to influence employee behavior. The employee-centred
approach uses a more liberal leadership style by creating a more supportive work environment. The
leader is concerned with the employees' personal growth and achievement.
• Lewin's Leadership Styles are autocratic, democratic, and laissez-faire. Autocratic leadership uses
strong, direct, and controlling actions to enforce rules and regulations. Democratic leadership takes
collaborative, reciprocal, and cooperative actions of followers. Laissez-faire means that the leader
does not want to take his responsibility as a leader.
• Structure and Consideration comprise the two-factor theory of Fleishman. Structure includes
establishing well-defined patterns of job assignments and channels of communication, while
consideration involves a more approachable leadership style such as building mutual trust, warmth,
and rapport with subordinates.
• Fiedler's Contingency Leadership Model assumes that group performance can only be achieved
through the interaction between leadership style and situational favourableness or compatibility.
Situational favourableness’ includes the degree of trust and respect of followers to the leader; the
extent of how followers' tasks are organized, and use amount of leader's power.
• Path Goal Model asserts that leaders can be effective by influencing their subordinates through
motivation, performance ability, and satisfaction. A directive leader informs his expectations to his
subordinates. A supportive leader treats his subordinates equally. A participative leader gets the
suggestions of his followers before reaching a decision. An achievement-oriented leader seeks
challenging goals, provides training, and sets high expectations for his followers.
• Situational Leadership Theory by Hersey and Blanchard asserts the leaders' ability to determine
followers' maturity and adapt the most appropriate leadership style. There are four leadership styles
available for leaders to use; telling, selling, participating, and delegating. Telling leader (directing)
informs followers what, where, how, and when to do the tasks. Selling leader (coaching) provides
structured procedures but is also supportive of employee’s. Participating leader (supporting) shares
with followers some decisions or high quality jobs. Delegating leader provides close direction or
personal support to followers.
• Vroom-Jago Leadership Model was developed by Vroom and Yetton. It assumes that no single
leadership style is appropriate for a particular situation. It propagates the varying degree of
participative decision making to effect good leadership. There are four leadership styles in decision
making: autocratic where the leader makes the decision by himself without getting inputs from his
followers; consultative where the followers have some inputs but the leader still makes the final
decision; group where the entire group makes the decision with the leader as just an ordinary group
member; and delegated where the leader authorizes the group to make the decision.
• Attribution Theory views the leader as the information processor. The leader classifies the causes of
follower behavior as one of the following: person (ability, attitude), entity (task or job assigned), and
context (circumstances surrounding the event). The leader determines information to form
attributions that are classified as distinctiveness, consensus, and consistency of behavior.
• Charismatic Leadership asserts the emergence of leaders with exceptional qualities, a charisma that
motivates employees to achieve outstanding performance. They are articulate, dominant but have the
ability to influence and inspire others. They are effective in communicating the vision of the company
to employees or what needs to be done in times of crisis.
• Transactional Leadership emphasizes that leaders help followers identify what must be accomplished
to get the desired results. Transformational Leadership is viewed as a special kind of transactional
leadership. Leaders help followers to achieve long-term rather than short-term self-interest and for
self-actualization rather than for security. Transformational leaders are interested in the company's
mission, business/selling strategies, and human resource management.
• Coaching is an everyday transaction between a leader and a follower. A manger helps a subordinate
to improve his performance. Mangers should practice active listening develop the person’s strength,
and motivate the employee.
• Misumi and Peterson discuss P-oriented and M-oriented leadership Styles in Japan. P-oriented
leadership encourage a fast work pace and emphasizes good quality and high accuracy. It also
demonstrates concern for rules and regulations and is after a high output. M-oriented leadership is
sensitive to employee’s feelings. It also appreciates follower’s contributions. It also displays comfort in
the work environment.
• Douglas McGregor’s theory X and theory Y. As mentioned in the previous chapter, Theory X supports
the authoritarian management style. Theory Y encourages the participative management style.
EMOTIONAL INTELLIGENCE
Today, more and more people believe that leaders should possess not only ability or skills but also
emotional intelligence. Another key component of leaders is a sound emotional intelligence.
Components of Emotional Intelligence

1. Self-awareness is the most essential component of emotional intelligence. It is the abilty to read
one's emotions. It allows people to know their own strengths and limitations. Good leaders can
gauge their own emotions accurately. (self-confidence, realistic self –evaluation)
2. Self-management is the ability to control one's emotions, Good leaders do not get their bad
moods ruin the day. They explain to their people why they are in a bad mood. They also tell them
how long it will last, (trustworthiness, integrity, and openness to change)
3. Motivation is the passion to work for reasons to go beyond money or status. According to
Goleman, it is a penchant to pursue goals aggressively. (strong drive to achieve, optimism, and
organizational commitment)
4. Social Awareness uses empathy and intuition. Good leaders show that they care. They
understand the impact of their words and actions. They know what is going on and what to do
next. (service to clients and customers, sensitivity)
5. Relationship Management is the ability to communicate clearly and convincingly, Leaders can
solve disagreements, negotiate effectively, and reserve conflicts. (effectiveness in leading change,
persuasiveness and expertise, negotiating tactics and techniques)
MANAGEMENT AND LEADERSHIP

Management and leadership should complement each other. A good manager should also be a good
leader. Management is coping with complexity. Management is in response to the emergence of large
organizations especially during the Industrial Revolution to bring about order and system to procedures and
practices in organizations.
Leadership is coping with change In recent years, the world has become more competitive and
volatile. There is a need to cope with globalization, technological changes, international competition,
deregulation of markets, and other breakthroughs in the business world.
Planning and Budgeting are management functions Planning means setting goals and objectives
and formulating strategies for the future. Budgeting means allocating resources to achieve those plans. The
counterpart of planning and budgeting in leadership is setting the firms direction. A leader develops a vision
for the future together with strategist to achieving the vision.
Organizing and Staffing are management functions. A manager creates an organizational structure
and develops a set of jobs for accomplishing the plan's requirements The job positions are staffed with
qualified individuals, The counterpart of these management functions for a leader is aligning people. It means
communicating the new direction or the company's vision to those who can form coalitions or groups who
understand the vision and are committed to that vision. A leader delegates responsibility to those who can
carry-out the plans. He/she empowers people.
Controlling and Problem Solving are management functions wherein results are monitored versus
plans. Deviations are also identified. On the other hand, a leader motivates and inspires people. He/she
keeps people to move in the right direction despite the major obstacles. He/she supports employee efforts to
realize the vision by coaching and through feedback and role modelling.
LEADERSHIP AS CULTURALLY BOUND

Leaders should adapt their style on the culture of a country. What works in China or the Philippines
may not work in France or Canada. In China, managers and executives are effective when they humiliate
their employees. Managers are very vocal in their belief that they should practice "heartless “leadership style
by requiring employees to undergo two to four weeks of military type of training in order to increase their
productivity. Employees in department stores or merchandisers, who undergo training are placed in actual
workplaces and openly suffer embarrassment and humiliation when they commit mistakes. In the Philippines,
this cannot be done. Filipinos are known to be sensitive and they hate public ridicule or insult. Diplomacy is
practiced here in the Philippines.
Leadership styles are affected by national culture. Leaders cannot choose their style at will. They
must learn to adapt. They are constrained by the cultural aspects of a country and are bounded by the
practices, values, and traditions of their followers. For example, Korean leaders are expected to be
paternalistic to their subordinates; Japanese leaders are expected to be humble and restricted from frequent
speaking: Filipino leaders are expected to be understanding, friendly, and diplomatic with their subordinates;
and Arab leaders who show kindness without being asked are seen by other co-leaders as weak.
Bounded by the cultural aspects of a country, leaders need to make adjustments on how to deal with
their subordinates. An aristocratic style of management is appropriate with high power distance such as
Russia, Spain, Saudi Arabia, and most of Latin America Participative style is effective in low power distance
countries such as Norway, Finland, Denmark, and Sweden.
EMPOWERMENT
Conger and Kanungo define empowerment as a process of enhancing feelings of self-efficacy among
organizational members through the identification of conditions that foster powerlessness and through their
removal by both formal organizational practices and informal techniques of providing efficacy information, In
short, empowerment is the process of providing greater autonomy to employees.
Stages in the Empowerment Process

1. Remove conditions/hindrances for empowerment such as low self-esteem, autocratic leadership,
biased reward systems, and boring/routinely jobs.
2. Enhance conditions for empowerment such as job mastery (coaching, training),
accountability/control (discretion to job assignments), role modelling, reinforcement (motivation
and rewards), and support (stress reduction).
3. Perception of employees on the empowerment process is enhanced through proven competence,
high self-esteem, increased use of skills and abilities, and more job meaning.
4. Performance is improved because of empowerment.
IMPRESSION MANAGEMENT
People have the tendency to be conscious on how others perceive and evaluate them. They want to
create an impression on others. This is the reason for the influx of health club memberships, diet pills,
cosmetics, plastic surgery and the like. These are all intended to make people more attractive to others. They
feel that if others look at them positively, they can get the jobs they want in organizations. All these should
also boost their self-confidence. With favorable remarks from superiors, they can easily be promoted, get
outstanding evaluations and salary increases.
The process by which individuals attempt to control the impression others form of them is called
impression management. Because of its tremendous impact to employees, OB researchers have given much
attention to this subject in recent years.
People who are concerned with impression management are the high self-monitors. They are good at
reading situations and moulding their appearances to fit each situation. Low self-monitors tend to present
their self-images according to their personalities.
Impression Management Techniques
1. Conformity. Agreeing to the opinions of others to gain their approval. Example: A manager tells
his boss, "I won't have any second opinion. You're absolutely right! All thumbs up for your plan on
the purchase of the new machine."
2. Excuses. Giving excuses or alibis on the present decision in order to minimize the severity of the
alternative not chosen. Example: Sales representative to superior, "We failed to get the sales
quota this week. My co-reps have not reached theirs, too. Anyway, this is the first time we missed
it!"
3. Apologies. Admitting accountability for a mistake and immediately giving an apology. Example:
Employee to superior, "I'm sorry forgot to call the security guard on duty. Please forgive me."
4. Self-promotion. Downplaying weaknesses, emphasizing strengths, and highlighting one's best

qualities by comparing achievements with someone else's. Example: A salesman to boss, "Cindy
worked hard to get this account for three years. She did not succeed despite her efforts. Well, I
got the same account for a mere three months! Isn't that an achievement? I think no one can
duplicate that."
5. Flattery. Giving compliments to others in an attempt to be more likable and pleasing to others.
Example: An employee to a colleague, "You've handled that complaint excellently! I could have
never handled that as well as you did. You've done a marvellous job.
6. Favors. Doing something nice to someone to gain his approval. Example: Salesperson to client,
1 has here three complimentary tickets at Enchanted Kingdom. Take them. I'm sure your children
will love it. Thank you for giving some of your precious time to talk to me.
7. Association. Enhancing or protecting one's image and providing information that will highlight
ones association with someone, who has some influence on the situation. Example: A job
applicant to the interviewer, “I believe I know your boss. We were schoolmates in college."
DECISION MAKING
Decisions are based on experience, guts, research or a combination f the three. Decision making is a
process.
ESTABLISH GOALS AND OBJECTIVES
What is the desired decision outcome?
DEFINE THE PROBLEM

What type of problem is it?
Types of problems:
Routine problems: These can be easy to handle. They may require programmed decisions.
Opportunities: Are there good opportunities? What is the time frame to take the chance?
Crisis: Time is of the essence. How long will this last?
ESTABLISH PRIORITIES
Problems should be determined according to urgency, impact, and future considerations.
What can be the effects of the problem? Will it be bad or good?
IDENTIFY THE CAUSES OF THE PROBLEM

This will clearly define the problem
PROVIDE ALTERNATIVE SOLUTIONS TO THE PROBLEM

These are evaluated in terms of time and costs considerations.
EVALUATION AND SELECTION OF THE BEST ALTERNATIVE

The selection of the best alternative is based on the possible outcome and
impact of the chosen alternative to the situation
IMPLEMETATION OF THE CHOSEN ALLTERNATIVE

The chosen alternative must be translated to actual behavior
MONITOR AND FOLLOW UP

This involves continuous monitoring of decision results to identify
if there is a need to change the implementation, modify the strategy
or repeat the entire decision process.
Figure 9 Decision-making Process
Approaches to Decision Making

1. Inquiry. This is a very open process that generates multiple alternatives. It also fosters exchange
of ideas and produces a well-tested solution
2. Advocacy. This involves participants who are passionate about their preferred solutions. They
stand firm in the face of disagreement. The participants are so passionate that it is impossible
here to be objective. Antagonistic personalities and egos come into play. Thus, it suppresses
innovation because dominant participants go with a superior solution, whereas passive ones just
go with the tide.
Types of Decisions
1. Programmed. There is a definite procedure for handling decisions.
2. Nonprogrammed. This is unstructured with no established procedure for handling decision.
Group versus Individual Decision Making

There are parlous differences between group and individual decision making based on the
decision-making process as identified by Matteson and Ivancevich:
a. Groups can better establish goals and objectives than individuals.
b. Individual efforts are required in identifying alternative courses of action as compared to groups.
The latter can evaluate alternative solutions better because of a collective
c. Groups can take more risks than individuals in the selection of the best alternative.
Creativity Tools
There are techniques that can be used by groups in order to foster creativity in decision
making:
1. Brainstorming. This is used to generate ideas. It approaches each idea as belonging to the
group. It is also important not to evaluate ideas.
2. Delphi Technique. It involves gathering and comparing unknown solutions to a problem through
a questionnaire. This is sent to participants through mail and analysts evaluate their responses.
3. Nominal Group Technique. There is no discussion in this technique. Each participant is asked to
write on a sheet of paper then presents to the group in a round-robin fashion. After the
presentation of each idea, they vote by ranking alternatives.
Three Cs in Decision Making

1. Conflict. Cognitive conflict involves disagreements over ideas and assumptions and differing
views on the best way to proceed. Affective conflict involves personal friction, rivalries, and
clashes in personalities. Leaders should minimize or eliminate affective conflict and enhance
cognitive conflict. The important thing here is to focus on the issues per se and not on
personalities or emotions.
2. Consideration. The critical factor here is procedural justice. Ultimately, it is still the leader who
should decide but the participants should also believe that their views were considered and they
were given the opportunity to express themselves and influence the final decision.
3. Closure. Leaders should avoid deciding too early or deciding too late.
Models of Decision Making

1. Rational Model (Simon 1957)
Rationality is a; logical, step-‘by-step approach to decision making, with a thorough analysis of
alternatives and their consequences. The rational model has the following assumptions: a) the
outcome will completely rational; b) the decision maker has a consistent system of preferences where
the best alternative will be drawn; c) the decision maker is aware of all the possible alternatives; and
d) the decision maker can predict the probability of success for each alternative.
2. Bounded Rationality Model (Simon 1957)

The bounded rationality model has four assumptions: a) managers select the first alternative
that is satisfactory; b) mangers recognize that their conception of the world is simple; c) mangers are
comfortable making decisions without determining all the alternatives; and d) mangers make
decisions by rules of thumb or heuristics.
3. Garbage Can Model (Cohen, March, and Olsen, 1972)

This theory asserts that all theories in organizations are random and unsystematic.
PROBLEMS SOLUTIONS
PARTICIPANTS CHOICES
Figure 10 Garbage Can Model
BASES OF POWER
French and Raven discuss the five power bases as follows:
a. Legitimate Power. This is also called authority of a person based on his position.
b. Reward power. This is the ability of control one’s resources or the ability to reward a follower for
a good performance.
c. Coercive Power. This is the power to give sanctions or punishments.
d. Expert Power. This is the power which comes from being recognized for his expertise or skill in a
particular field.
e. Referent Power. This is the power of a person to be liked and be respected by others.
Other forms of power include information power, persuasive power, and charisma.
a. Information power is the power which stems from having control over some pertinent information
in the organization.
b. Persuasive power is the ability to convince other people to a particular course of action or
decision.
c. Charisma is the ability to have a sense of dynamism or charm so that other people may want to
help that person to achieve a particular goal.
McClelland asserts that there are two faces of power, namely:
a. Personal Power. This is the power used for personal gain.

b. Social Power. This is the power used to create motivation or to accomplish group goals.
Amitai Etzioni uses a more sociological orientation to power and classifies them as:
a. Coercive Power. This makes use of punishments or intimidation to influence others.

b. Utilitarian Power. This power uses rewards and benefits to influence others.
c. Normative Power. This influences members by letting them know that they are expected to do
Kanter provides several characteristics of powerful people in organizations and identifies them as:
a. Ability to intercede for someone in trouble;

b. Ability to get placements for favoured employees;
c. Exceeding budget limitations;
d. Procuring above-average increases for employees;
e. Getting items on the agenda at meetings;
f. Access to early information;
g. Having top managers seek out their opinions.
Korda identifies symbols of power as: office furnishing, time power, and standing by.
a. Furniture conveys a message of power. Locked file cabinets symbolize that the manager has
important and confidential information in the office. A rectangular (rather than round) conference
table enables the most important person to sit at the hand table. Most executives prefer large
expensive desks.
b. Time power means using clocks or watch as power symbols. According to Korda, the less
powerful the executive the more expensive the watch. The most secure executives wear no watch
at all, since they believe that nothing important can happen without them. A full calendar is also a
symbol of power. Personal planners are left open on the desk to display power.
c. Standing by means that people are obliged to stay close to their phones so that an executive can
have access to them. The idea that the more you can impose your schedule on other people, the
more powerful you are. Closely tied to this is the ability to make others perform simple tasks for
you such as getting one’s coffee or fetching for one’s mail.
Maccoby describes four types of organizational; politicians as
1. Craftsman. He/she is often a technical specialist who likes detail and precision. The person is
usually quiet, modest, and practical. The goal of the craftsman is to be a good provider. He/she is
the least politically active among the four types.
2. Jungle Fighter. He/she is after success at any cost. He/she can step on others just to get ahead.
There are two types of jungle fighter: foxes and lions. Foxes make their nest in the organization
and maneuver front there. Lions conquer other’s territories and build empires.
3. Conservative (Man/Woman). His/her goal is the protection of one’s self and the company he/she
works for, They are more involved with security than success./
4. Gamesman. The individual likes contest. This individual takes calculate risks and thrives on
challenges and competition. He/she charismatic and motivates his/her subordinates.
Activity 1
Answer the questions briefly.
1. If management and leadership complement each other, what does a good manager possess in order
to be an effective leader and vice versa?
2. How can a manager exercise power in the right manner?
3. What is empowerment? If you were a manger, how would you empower your employees? Is
empowerment needed in organizational effectiveness?
EXPLAIN: GOING DEEPER

1. Which among the five components of emotional intelligence should you have first? Why?
2. How should a good manager confront the task of decision making? Should he/she also use some
form of intuition aside from choosing ay of the approaches in decision making?
3. How does power influences leadership?
4. What type of organizational politicians are common in Philippines organizations?
TOPIC SUMMARY
➢ This lesson opens with a discussion on management and leadership. Is there a difference between
the two? Can we segregate one from the other? Are all good managers effective leaders?
➢ The lour types of management functions are planning, organizing, leading, and controlling. According
to Mintzberg, managerial roles are classified into three categories: interpersonal, informational, and
decisional roles. Luthans and his associates looked at the issue of what managers can do from a
different perspective. The identified types of managers are first line, middle, and top management.
Managers should have the appropriate skills necessary in accomplishing their tasks.
➢ Leadership is defined as the process of influencing others to facilitate the attainment of
organizationally relevant goals. There are various leadership theories: Likert's Job-centred and
Employee-cantered Leadership; Lewin's Leadership Styles; Fleishman’s Structure and Consideration;
Fiedler's Contingency Leadership Model; Path Goal Model; Situational Leadership Theory by Hersey
and Blanchard; Vroom-Jago Leadership Model; Attribution Theory; Charismatic Leadership;
Transactional and Transformational Leadership; Coaching; P-oriented and M-oriented Leadership
Styles; and McGregor's Theory X and Y.
➢ The lesson also has discussions on emotional intelligence which is believed to be a key component of
leadership. The components of emotional intelligence are self-awareness, self-management,
motivation, social awareness, and relationship management.
➢ Management and leadership should complement each other. Management is coping with complexity;
whereas leadership is coping with change.
➢ Leadership is culturally bound. Leadership styles are affected by national culture. Bounded by the
cultural aspects of a country, leaders need to make adjustments on how to deal with their
subordinates.
➢ This lesson also discusses the essence of empowerment. There are four stages in the empowerment
process.
➢ People have the tendency to be conscious on how others perceive and evaluate them. This is
discussed in impression management. Because of its tremendous impact on employees,
organizational behavior researchers have given much attention to this subject in recent years.
➢ Decision making is a process whose two types of approaches are inquiry and advocacy.
The three Cs in decision making are conflict, consideration, and closure. The models of decision
making are the rational model, bounded rationality model, and the garbage can model.
➢ A discussion on the nature of power in organizations follows with French and Raven discussing the
five power bases: legitimate power, reward power, coercive power, expert power, and referent power.
McClelland asserts personal and social powers. Etzioni discusses coercive, utilitarian, and normative
powers. Kanter provides several characteristics of powerful people in organizations while Korda
discusses symbols of power. Maccoby describes four types of organizational politicians: craftsman,
jungle fighter, conservative (man/woman), and gamesman.
➢ Best Foot Forward discusses the management lessons from Apple and the reasons it is considered a
good place to work. Points of View describe Martha as a leader in the case study entitled Martha's
Leadership.
REFERENCES
1. Zarate, Cynthia A. Organizational Behaviour and Management In Philippine Organization. Rex

Book Store, 2017.
3. Retrieved from:https://smallbusiness.chron.com/concept-empowerment-leadership-15371.html:
Retrieved on March 7, 2021.
4. Retrieved
from:https://www.tutorialspoint.com/individual_and_group_behavior/introduction.htm:Retrieved on
March 7, 2021.
1. 1.
PROGRAM OUTCOMES
Lesson 2: INDIVIDUAL AND GROUP BEHAVIOR
In this lesson, you should be able to:

1.
1. identify the factors affecting individual behavior;
2. illustrate the ABC Model of Attitude;
3. discuss personality theories;
4. explain personality influences; and
5. trace the stages of group development.
1.
PRE-ASSESSMENT
MULTIPLE CHOICE.
Directions: Read each item carefully. Choose the correct letter.
1. These are the thought component of attitudes which emphasize rationality and logic.
a. Behavior
b. Affect
c. Cognition
2. This behavior is prevalent with Maria’s co-workers.

a. High distinctiveness
b. High consensus
c. External attribution
3. A tension brought about by the conflict between attitudes and behavior.

a. Social learning
b. Cognitive dissonance
c. Organizational commitment
4. Defined as a relatively stable set of characteristics that influence an individual’s behaviour.

a. Personality
b. Individual differences
c. Patience
5. It is a person’s generalized belief on internal control versus external control.

a. Self-esteem
b. Self -efficacy
c. Locus control
6. It is the extent to which an individual based his cues or future action on other people or situations.
a. Self-assessment
b. Self-esteem
c. Self-efficacy
7. This approach describes personality as a combination of an individual’s psychological makeup.

a. Humanistic theory
b. Integrative theory
c. Psychodynamic
8. It greatly influences one’s personality over time through the society’s system of beliefs, norms,
traditions, practices, and customs
a. Hereditary Factors
b. Culture
c. Social class
9. It is the ability to take risks and the degree of openness to a broad range of interest.
a. Extroversion
b. Agreeableness
c. Openness to experience
10. It is the tendency to overcome conflicts triumphantly and handle emotions with depth and maturity.
a. Conscientiousness
b. Extroversion
c. Emotional stability
LESSON MAP
Individual And Group Behavior

Individual Behavior
The ABC Model of an Attitude
Personal;ity and Iindividual differences
Personality characteristics Found in Organizations
Personlaity Influences
Personality Mopdels
Social Perception
Group Behavior
Teams Intergroup conflict
Negotiatins
Figure 1 describe the flow of Individual and Group Behaviour

CORE CONTENTS
ENGAGE: MINI CASE ANALYSIS
A Second Chance
Lilia is well liked by her employees at Ceevas International. It is a trading firm which she inherited
from his father. She has been with Ceevas as chief executive officers for the last 10 years and she is likewise
happy with how her employees work for the firm.
Most of the employees are loyal to the firm because of the way management takes care of them.
Aside from providing competitive salaries and benefits, Ceevas implements equal employment opportunities.
Although Ceevas is not a large firm, employees are happy to work there.
Lilia usually has a hand in hiring. She makes sure that the people she hires are not only competent
but also industrious, trustworthy, and persevering.
One day, she came across an applicant, Manuel who promises to be a good worker except that he
just came out of prison after serving a 3-year sentence due to a robbery incident. Lilia admired his honesty
and she felt the sincerity on how he regrets being involved in the crime. Lilia felt that Manuel deserves a
second chance and he supports a family or five children, all very young. She decided to hire Manuel and just
keep his records confidential to avoid employees of making speculations about his past.
Everything went on smoothly for a month until a male employee came rushing to her office that his
wallet is missing when he placed it on top of his table after paying his "paluwagan” dues for the month to a
co-employee. He said that Manuel was there when the incident happened.
Lilia asked Manuel about the missing wallet but he said he is innocent and he had nothing to do with
it. A few hours later, the wallet was found in another table just across the employee's desk.
The same incident happened two days after. Then another, and for the next two weeks, there were
five "missing-and-found" incidents and Manuel was always on sight. Some employees started speculating on
the personality of Manuel. His record in prison was finally exposed! Lilia felt how clever her employees are to
find a way on getting some confidential information about Manuel's record as a former prisoner. She felt
though that Manuel's presence in all these situations was purely coincidence and to think that all the missing
wallets were found intact, not a single centavo was lost!
The employees begin to put Manuel in the forefront after discovering pertinent in-formation about his
past. Although nothing was lost, they were afraid that the next time around, Manuel will strike again and this
time it is for real!
Lilia is now contemplating on what to do. Manuel is an extraordinary worker. He is extremely

hardworking and industrious. He is also punctual and respectful. On the other hand, she is also thinking of
her employees who believe that Manuel should be fired before he does something more serious.
Case Questions
1. If you were Lilia, what are you going to do?
2. Is it right for employees to speculate on Manuel's possible moves the time around? Are there obvious
reasons for their speculations? Why?
3. Is Lilia right that Manuel's presence is only circumstantial or pure coincidence?
4. Is Lilia right in hiring Manuel in the first place?
5. What will you do if you were Lilia?
EXPLORE: READING CONCEPTS
INDIVIDUAL BEHAVIOR
Variables in Individual Behavior
a. Heredity. It provides some genetic explanation of individual differences.
b. Abilities and Skills. They can either be innate or leaned. It is important to match skills and
abilities with job for analysis which can further facilitate job matching .Job analysis is the process
of studying the tasks, behaviours, responsibilities, educational requirement, and training needed
to perform a particular job well. Today, an individual’s ability is not enough to indicate one’s
general intelligence. Daniel Goldman, a psychologist, suggests that emotional intelligence is very
important in assessing and understanding individual abilities.
c. Perception. It is a cognitive process which involves receiving a particular stimulus, organizing the
stimulus in the brain, and translating and interpreting the stimulus that will influence behavior.
According to research, it is important to know oneself so that It would be much easier to

see others more objectively. An individual’s own characteristics can affect how he perceives
others. If he accepts himself as he is, it is more likely that he can see favorable aspects of others.
Perception can also be influenced by time pressures, attitudes of peers and individual needs and
desires.
Attribution theory explains the relationship between perception and behavior. According to
attribution theory, perceived causes greatly influence behavior. In this theory a supervisor for example can
more accurately gauge his subordinate's behavior through the degree to which other subordinates engage in
the same behavior (consensus the extent by which the subordinate engages in the same behavior at different
times (consistency and the degree to which the subordinate behaves similarly in other situations
(distinctiveness). If a subordinate takes a leave whenever he is reprimanded by his superior, his co-
employees might do the same when they are reprimanded (consensus). If the employee does the same thing
every time he is reprimanded (consistency), then he might also take a leave if an erring customer complains
on a delayed delivery (distinctiveness).
Common Attribution Errors. Fundamental attribution error is the tendency estimate the importance
of external factors in making attributions about others behavior. Self-serving bias is the tendency to deny
accountability for a below average work and to take credit for a job well done.
It is important for managers to identify and understand the attributions employees make and at the
same time know that their own attributions may differ from their subordinates. Attribution theory asserts how
an individual sees the causes of his behavior and others.
Harold Kelly's Attribution Theory. Kelly proposed that individuals form attributions based on the
following: consensus, distinctiveness, and consistency.
• Consensus is a cue which indicates the behavior of peers in a similar situation.
• Distinctiveness is the degree to which the individual behaves the same way in another situation.
Suppose a supervisor receives several complaints about one of his sales representative named Juan.
He did not receive complaints about the other sales representatives (low consensus). Juan's records show
that he also received many complaints during his previous job as a sales clerk (low distinctiveness), The
complaints are consistently coming in for the post several weeks (high consistency). The supervisor may
conclude that the complaints come from Juan's behavior (internal attribution)
Suppose Maria is performing poorly in achieving her sales quota. This behavior prevalent with Maria's
co-workers (high consensus). For the first time, she has not achieved her target (high distinctiveness).
However, she is a good salesperson (low consistency). The supervisor may conclude that there is something
wrong with the situation, not with her (internal attribution), performance (external attribution).
• Attitudes. It is defined as a mental state of readiness that is learned and organized through
experience. It exerts a specific on a person’s response to people, objects, and situations with which it
is related (Ivancevich and Mattes0n, 2007)
• Attitudes are learned and organized close to the core of the individual's personality.
• Attitudes can be changed. They provide the emotional aspect of building relationships with others.
They form individual tendencies, predilections, and objections with things and situations.
• Attitudes are the individual's general affective, cognitive, and intentional responses toward objects,
other people, themselves or social issues (Petty and Cacioppo, 19381).
Components of Attitudes
a. Cognition (perceptions, opinions, beliefs). These are the thought components of attributes which
emphasize rationality and logic.
b. Affect (emotions, feelings). These are the emotional component of attitudes drawn from
experiences and learned from teachers, mentors, parents, and peers.
c. Behavior (actions). These are the tendency to act in a certain manner.
The ABC Model of an Attitude
AFFECT emotional and feelings

BEHAVIOR observed behavior
COGNITION thoughts and beliefs
The ABC Model of attitudes draws out specific terminologies.

• Cognitive dissonance is a tension about by the conflict between attitudes and behavior, and culture.
• Organizational citizenship behavior is a behavior above and beyond the call of duty.
• Organizational commitment is the strength of an individual's identification with an organization.
• Affective commitment is based on the individual's desire to remain in the organization.
• Continuance commitment is based on the individual's inability to leave the company.
Values are enduring beliefs that a specific mode of conduct or end state of existence is personally or
socially preferable over an opposite or converse mode of conduct or end state of existence instrumental
values represent the acceptable behaviours to be used in achieving some end state. Some examples are
honesty, ambition, responsibility, forgiving nature, open-mindedness, courage helpfulness, cleanliness, and
competence. Terminal values are the goals to be achieved or the state of existence. Some examples are
world peace, family security, freedom, happiness, self-respect, wisdom, equality, salvation, prosperity, and
achievement.
Job Satisfaction. It is an attitude. It is how an individual perceives his job and how he derives
satisfaction from the job through the job itself, promotions, working conditions, rewards and benefits, and job
security. Job satisfaction is a pleasurable or positive emotional stat resulting from the appraisal on one’s job
or job experiences.
Aside from job satisfaction, other attitudes that prove to be essential on the job are:
a. Optimism
b. Patience
c. Self-starter
d. Persistence/determination
e. Sociable
f. Willingness to accept criticism
Personality. It is defined as a relatively stable set of characteristics, tendencies, and temperaments

that have been significantly formed by inheritance and by social cultural, and environmental factors
(Ivancevich and Matteson , 2007)
PERSONALITY AND INDIVIDUAL DIFFERENCES

Individual differences are factors such as skills, abilities, personalities, perceptions, attitudes,
values, and ethics that differ from one individual to another.
Personality is defined as a relatively stable set of characteristics that influence an individual's

behavior
Personality Theories
1. Trait Theory. Gordon All port the most popular trait theorist, saw that traits are broad or general
guides that lend consistency to behavior. When all these traits are combined they form an
individual's personality, In order to understand an individual, there is a need to break down
behavior patterns into observable traits. Another leading theorist Raymond Cattell identified 16
traits in bipolar adjective combinations such as self-assured/apprehensive, reserved/outgoing, and
submissive/dominant.
2. Psychodynamic Theory. Sigmund Freud is the most prominent figure in psychodynamic theory.
It emphasizes the unconscious determinants of behavior. Freud conceptualized the theory of
personality based on the interaction of the id, ego, and superego. The id is the impulsive, primitive
element that operates in an uncensored manner. The id is considered the child figure, acting on
impulses. The ego is the adult figure. The superego contains the should not’s of personality. It
acts as the parent figure of the personality. Sometimes, the ego and the superego clash, resulting
in conflict. The ego compromise by using defence mechanisms to justify a behavior, Examples of
defense mechanisms is denial, suppression, and repression.
3. Humanistic Theory. This is the personality theory that emphasizes individual growth and
improvement. The leading theorist in humanistic theory is Carl Rogers, He believed that all people
have a basic drive toward self-actualization. This theory contends that the self-concept is an
integral part of an individual’s personality.
4. Integrative Theory. This approach describes personality as a combination of an individual’s
psychological makeup. A person’s personality based on his psychological structure includes his
emotions, cognition, attitudes, expectations, dreams, and fantasies.
Personality Characteristic’s Found in Organization

1. Locus control. It is a person’s generalized belief on internal control versus external control. A
person who believes that he can control what will happen to his life has an internal locus of
control. A person has an external locus of control if he believes that his fate is controlled more by
others or some circumstances. It is advantageous for mangers to know their subordinates’ locus
of control. Internal who believe they are responsible for their own actions would want to have
some power on how they will perform. They do not want close supervision. External, on the other
hand, may need the opposite. They would prefer a more structure work setting and closer
supervision. They trust that their supervisors would be in a better position to provide them with a
more stable and comfortable work environment.
2. Self-esteem. This is an individuals’ general feeling of his set-worth. These with high see-esteem
have more positive feelings about themselves. They know how to accent mistakes without losing
their self-confidence. They also have a brighter outlook in life so they can handle frustrations well.
Managers can further enhance their self-esteem by providing them with more challenging tasks.
These with low self-esteem should a ways be motivated and encouraged. They would require
counselling from time to time. They should be provided with programs that would boost their self –
confidence.
3. Self-efficacy. It is an individual's belief on his ability to accomplish a specific task There are four
sources of self-efficacy; previous experiences behavior models such as searching for the
achievements of others with similar backgrounds, persuasion and encouragement from other
people and assessment of current skills and capabilities Managers can enhance the self-efficacy
of their employees by providing job challenges coaching and counselling motivating, and training
employees.
4. Self-assessment. It is the extent to which an individual based his cues or future action on other
people or situations. People who practice high self-assessment pay attention to what action is
appropriate to the situation. These people behave accordingly. On the other hand, people who
practice low self-assessment do not regard situational cues and are not particular with the
behavior of other people. They act on their own liking.
5. Mood Dispositions. These are positive and negative aspects of one’s self. Those who focus on
their positive aspects have vibrant moods. They rarely have mood swings or sudden temper
outburst. Those who magnify their negative aspects are more prone to anger. They are very
temperamental and sensitive. Interviewers who exhibit optimism valuate job candidates more
favorable than pessimistic interviewees. Sales representatives with a positive outlook in life are
likely to close more sales than negative thinkers. Those with negative disposition are also more
prone to stress.
ATTRACTION-SELECTION-ATTRITION FRAMEWORK
People are attracted to different careers in the organization based on their capabilities, talents, and
skills. Organizations, on the other hand, select people based on organizational fit, requirements of the job,
and the needs of the organization. Attrition occurs when people feel that they do not like the organization, or
the company finds that the individual is not fit in the organization.
Personality Influences
a. Hereditary Factors. Some aspects of personality such as moods and temperaments are
influenced by heredity.
b. Culture. It greatly influences one’s personality over time through the society’s system of beliefs,
norms, traditions, practices, and customs.
c. Social Class. One’s social class influences individual personality with regard to perception of
oneself and others.
d. Family Relationships. The degree to which the individual develops close ties with family
members influences his personality.
Personality Model
a. Openness to Experience. It is the ability to take risks and the degree of openness to a broad
range of interests.
b. Extroversion. It is the tendency to be sociable and friendly.
c. Emotional Stability. It is the tendency to overcome conflicts triumphantly and handle emotions
with depth and maturity
d. Agreeableness. It is being forgiving, courteous and kind.
e. Conscientiousness. It is being dependable and responsible.
SOCIAL PERCEPTION
According to Nelson and Quick957, social perception should be taken into consideration both in group
and individual behavior.
PERCEIVER
Familiarity with the target TARGET
Self-concept Physical appearance
Cognitive/thinking Communication-words, gestures
BARRIERS BARRIERS
Selective First impression

Perceptions; error; implicit personality
Stereotyping; self-fulfilling SOCIAL PERCEPTIN theory
prophecies
SITUATION
Context
Interaction between the perceiver and the target
Figure11. Social Perception Diagram
Characteristics of the Perceiver. One of the characteristics of the perceiver which affects social
perception is familiarity with the target. If the perceiver knows the target very well, he has several
observations which, if perceived well can be accurate. If the perceiver is very familiar with the target, he may
screen out pertinent information which is inconsistent with his knowledge about the target. If the perceiver
has a preconceived attitude toward a person, he will display this bias which may affect social positive
attributes about the target whereas a perceiver with a negative self-concept may have the tendency to see
his negative traits with the target. In terms of cognitive thinking, a perceiver may consider height or physical
looks more than the capacity or attitude of the target. There are also cases when a person looks for so many
traits instead of a few important ones.
Characteristics of the Target. The target is the person being perceived. Physical appearance plays
an important role in social perception. A gullible person may be screened out because his personality is seen
as unimpressive. On the contrary, a loud person may be seen as somebody who can deliver and provide
results. Physical attractiveness provides color and meaning to social perception. Nonverbal cues such as
gesture, body movements, and eye contact have bearing in interviews.
Characteristics of the Situation. The interaction of the perceiver and the target plays a big role in
social perception. Whatever will transpire during the encounter or conversation will affect each other’s
perception. All barriers must be overcome to come up with an unbiased perception of both parties.
Barriers to Social Perception
a. Selective perception. It is the tendency to favour information that will confirm a perceiver’s
viewpoints and discount those that threaten his benefits.
b. Stereotyping. It is the tendency to generalise a group of people.
c. Implicit Personality theory. It is the tendency to form cetin theories about a person based on
some presumptions of how he behaves.
d. Self-fulfilling Prophecy. It is a situation wherein one’s expectations about the person affect his
interaction with the target such that his expectations are fulfilled.
GROUP BEHAVIOUR
Types of Groups
1. Formal Groups. These are groups made by the organization to perform assigned tasks.
a. Command Group. A good example is the organizational chart.
b. Task Group. This is a group formed to complete a particular project. Another term for this
group is self-managed team.
2. Informal Groups. These are formed out of social needs.
a. Interest Group. It is formed to meet particular objectives such as to ask for pay hikes.
b. Friendship Group. It is formed out of members who have something in common or have
formed some kind of camaraderie.
Stages of Group Development
1. Forming. This is the start of group formation, born out of the group’s purpose and objectives. This
is the most difficult stage as would-be member’s differences try to form group.
2. Storming. This is characterized by conflict and confrontation. Some members may withdraw
because of conflict. The group must try its best not to disband and resolve conflicts f members
against each other.
3. Norming. The group has already passed the critical stage. This now involves cooperation,
collaboration, and teamwork. There is interaction and open communication on this stage.
4. Performing. Because of collaboration and cohesiveness in the group, all roles are clarified. The
group is now functional and is set to accomplish its goals. Members now perform tasks that would
accomplish group objectives.
5. Adjourning. All group activities are terminated since goals are already accomplished. The
termination of the group may have mixed emotions among individual members. Some may have
positive results, while others may be disappointed or frustrated with what the group has
accomplished.
Elements of Groups
1. Composition. This comprises of the characteristics of each position and its relationships with
one another. For example, a member is designated as the leader and others are merely
members. The relationship of the leader with his followers and vice versa forms various behavior
patterns on the affect performance.
2. Status Hierarchy. This includes the various positions assumed by the members. Assignment of
tasks may be based on the position assumed by each member.
3. Roles. There are three kinds of roles: expected (what is expected by the organization according
to group purpose and objectives); perceived (what the member believes he should enact); and
enacted (the behaviour that the member exhibits). These three roles should be similar to each
other. Otherwise, conflicts may arise.
4. Norms. These are the standard of behavior that the group members’ should follow. Conflicts
result from non-conformity with norms because of individual differences, group size, and cultural
factors. Individual differences include the level of intelligence or leadership style. Group size can
affect the group. Small groups are much easier to handle than large groups. Groups with
multicultural; backgrounds can affect group behavior.
5. Leadership. The leader and his leadership styles is a critical factor in the accomplishment of
group goals.
6. Cohesiveness and Cooperation. Members cooperative and collaborate toward the

accomplishment of group objectives.
7. Groupthink results from a very cohesive group that has a deep sense of urgency to come up with
a consensus which can negatively affect the group’s overall decision. Therese is pressure to
conform. Opposing views are immediately dismissed.
TEAMS
A team is a formal group comprising of members who have a shared commitment and interact with
each other in order to accomplish the group’s objectives. Their skills complement each other and they are
accountable to accomplish their tasks and agreed-upon goals and objectives
Adviser
Analyzer
INFORMATION
Controller
Coordinator
Provider
Initiator
ADMINISTRATIVE
IDEAS
PROCEDURES
Teams
Maintainer
Evaluatoir Promoter
RULE / Disseminator
REGULATIONS/ VIEWPOINTS
POLICIES
Organizer
Assessor
STRUCTURE/
OPTIONS
Figure 12. Basic Roles of Teams
Basic Roles of Teams

• Adviser/Analyser. One of the most important roles of teams is to analyze, provide, and feed
necessary information that the firm needs especially in planning and budgeting
• Controller/Provider. Top management teams provide all the rules and regulations as well as
administrative procedures that employees should follow. At the same time, the teams control,
monitor, and correct any deviation from given policies.
• Maintainer/Evaluator. It is also the task of top management teams to evaluate from time to time
all the existing rules and procedures; change or modify when needed, and maintain well
balanced employee-employer relationship through a coherent, simple, and easy to-follow rules
and regulations.
• Organizer/Assessor. Teams offer substantial insights on key areas related to finance, human re
on competition, benchmarking and assessing current trends in technology. The firm copes with
the latest trends in manpower or production planning through organized teams
• Promoter/Disseminator, A division or a department is considered a team. Each department
comprises of sunbeams that disseminates relevant information such as those coming from top
management so that employees are kept informed with what is going on in the company. As the
firm becomes transparent in day-to-day operations, various viewpoints are screened and relevant
information is disseminated to employees.
• Coordinator/Initiator. Brainstorming of ideas in teams is very prevalent in organizations. This is

where excellent and creative innovations come from. This is where new products, new
technologies, and new methods originate.
Types of Teams
1. Project and Development Teams. They are formed to complete a certain project. They may be
highly skilled with a mixture of different specializations and come together just to work on a single
project.
2. Action/Negotiation Teams. These consist of highly skilled individuals who are entirely task-
focused. Some examples are surgical teams, sports teams, and military combat teams.
3. Production/Service Teams. These are teams involved in production or service like production
line assembly teams, data processing teams, and mining or drilling teams.
4. Advice and Involvement Teams. These include top-level management teams and quality control
circles or financial planning teams. They are also called problem-solving teams.
Elements of Team Effectiveness

1. Training. Members should be trained on how to accomplish their tasks more effectively.
2. Communication. There should be open communication among members.
3. Empowerment. The team must be given authority to make decisions.
4. Rewards. Efforts are rewarded as a team and not individually if tasks are accomplished in a team
setting.
Kinds of Intergroup Conflict

1. Functional Conflict. This enhances organizational performance. it provides positive results.
When groups disagree on how to achieve a goal, they end up selecting the best alternatives.
2. Dysfunctional Conflict. This hinders organizational performance. It provides negative results.
When groups disagree on the alternatives presented on achieving a goal and
Stages of Intergroup Conflict

1. Awareness of Conflict. There is an awareness of conflict of at least of group.
2. Emotional involvement. All groups are already aware of the conflict. It is likely that the conflict
would be resolved at this stage.
3. Presence of Conflict Behavior. The conflict has not been resolved. Each group manifests
"conflict behavior
Causes of Intergroup Conflict

1. Interdependence. When groups are interdependent in accomplishing tasks, conflicts may arise.
For example, one group is dependent on another group in going to the next level of accomplishing
its task or the output of one group is the input of another group.
2. Goal Differences. Different groups in the organizations have different goals and different
expectations. For example, the marketing/sales group may have different expectations on
achieving high profit as against the production group.
3. Varying Perceptions. One group may look at itself as the one that increases the bottom line
compared to the others. There can be intergroup competition and this can provoke conflicts.
Five Approaches in Resolving Conflicts

1. Dominating (win-lose). One group is dominating the other. Power is used in all its might just to
win. There is maximum focus on internal concerns and usually for selfish ends. However, this is
sometimes useful especially during emergency situations.
2. Accommodating (lose-win). One group may give way to the other group by minimizing its
concerns. The group which gives in is on the losing side because the very important issues have
not been resolved.
3. Problem solving (win-win). This is the best approach since both groups are willing to cooperate
in order to come up with a favorable resolution of the problem.
4. Avoiding (lose-lose). When both groups avoid possible confrontations and anticipate that
nothing will be accomplished to solve a problem, both are on the losing side since all issues
remain unresolved. Sometimes, this approach is not actually used to "cool down” and avoid
clashes of personalities but is used as an alibi to avoid "pain" in the process.
5. Compromising (neutral). Nothing is accomplished here. There is no distinct winner or loser.
NEGOTIATIONS
It is a process by which two or more parties attempt to reach an acceptable agreement in a conflicting
situation.
1. Obtain substantial results. The activities should focus on the content of the negotiation.
2. Influence the balance of power. Presentation of facts and expertise should dominate the negotiation
process.
3. Promote a conducive climate. Tension should be reduced.
4. Obtain procedural flexibility. The negotiators should be allowed to have more options on how to
conduct the negotiation process more effectively.
Activity 1
1. How much is the impact of individual differences in one’s behavior toward a group?
2. Which among the variables greatly influence individual behavior?
3. Why are rewards needed in reaction to achieving team effectiveness?
EXPLAIN: GOING DEEPER

1. Determine the factors affecting individual behavior.
2. Illustrate and explain the ABC Model attitude;
3. Is the problem-solving (win-win) approach the best way to resolve a conflict? Why or why not?
TOPIC SUMMARY
➢ This lesson deals with both individual and group behavior. The first part discusses individual behavior.
The variables in individual behavior are heredity, abilities and skills, perception, attribution, attitudes,
and personality. Individual differences are factors such as skills, abilities, personalities, perceptions,
attitudes, values, and ethics that differ from one individual to another. Personality is defined as a
relatively stable set of characteristics that influence an individual's behavior. Personality theories such
as trait, psychodynamic, humanistic, and integrative are discussed together with the personality
characteristics found in organizations. There are a number of personality influences which include
hereditary factors, culture, social class, and family relationships.
➢ The lesson also includes Nelson and Quick's social perception that should be taken into consideration
both in group and individual behavior. The social perception diagram looks at the characteristics of
the perceiver, the target, and the situation.
➢ The discussion on group behavior opens with the types of groups and the stages of group
development.
➢ The discussion moves to the basic roles of teams and their types. A team is a formal group
comprising of members who have a shared commitment and interact with each other in order to
accomplish the group's objectives.
➢ The kinds and stages of Intergroup Conflict are then discussed. There are five approaches to
resolving conflicts: dominating, accommodating, and problem solving, avoiding, and compromising.
➢ The lesson ends with Mastenbroek's discussion on the four factors on negotiating effectively: obtain
substantial results, influence the balance of power, promote a conducive climate, and obtain
procedural flexibility.
➢ Best Foot Forward discusses the strategies to fight against office politics and Points of View provide a
case entitled A Second Chance.
REFERENCES
1. Zarate, Cynthia A. Organizational Behaviour and Management In Philippine Organization. Rex

Book Store, 2017.
3. Retrieved from:https://smallbusiness.chron.com/concept-empowerment-leadership-15371.html:
4. Retrieved from: https://www.tutorialspoint.com/individual_and_group_behavior/introduction.htm:
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Module 1 –ORGANIZATIONAL BEHAVIOR

II. COURSE DESCRIPTION

III. COURSE LEARNING OUTCOMES

This module is divided in to two lessons, namely:

MODULE LEARNING OUTCOME

SPECIFIC LEARNING OUTCOMES

Organizational Understanding Management View

The map shown above describes the flow of Organizational Behavior

ENGAGE: Story analysis

5 Must- Have qualities of Every Filipino Business leader

Trait 1: Pagmamalasakit (Empathy)

Trait 2: Pagpapakumbaba (Humility)

Trait 3: Pagkamausisa (Curiosity)

It is every leader’s responsibility to cultivate continuous learning and knowledge-sharing among

Trait 4: Pinoy Pride (Passion)

Trait 5: Pakikisama (Servant Leadership)

The future is Filipino.

Activity 1: (Activity Title)

EXPLORE: Organizational Behaviour

Organizational behaviour is an academic discipline concerned with describing, understanding,

Organizational behaviour has four primary areas:

Organizational structure identifies the grouping together of individuals according to the

THE DEVELOPMENT OF ORGANIZATION

ORGANIZATIONAL DEVELOPMENT PROCESS

UNDERSTANDING BEHAVIOUR IN ORGANIZATION

MANAGEMENT VIEW OF ORGANIZATIONAL BEHAVIOUR

Management view organization under the following ideas:

ANALYSIS OF THE HUMAN BODY AND ORGANIZATIONAL SYSTEM

THE GROWTH OF SPECIALIZATION

ACTIVITY 2: Context analysis

1. Define the following term and concepts.

EXPLAIN: Delving Deeper

1. Explain how people behave in organization.

2. What is the management view about organization?

3. Discuss how organization developed.

• Retrieve from: https://www.globe.com.ph/business/enterprise/blog/must-have-qualities-filipino-

SPECIFIC LEARNING OUTCOMES

In this lesson, you are expected to:

Palakasan Palusot Mamaya

ENGAGE: Article Analysis

Bahala Na as an Expression of the Filipino's Courage, Hope,

EXPLORE: Stages of PINOY Organization

THE JAPANESE REGIME

THE PERIOD OF LIBERATION AND INDEPENDENCE

THE EROSION IN WORK VALUES AND ETHICS

THE CULTURAL OF “BAHALA NA”

PAKIKISAMA AT THE WORK PLACE AND SOCIAL SETTING

THE ‘MAMAYA NA’ SYNDROME

THE DEVELOPMENT OF EXTENDED FAMILY CENTEREDNESS

THE PATHWAYS TO THE DEVELOPMENT OF BETTER PINOY

KNOW OUR SELF AS A PINOY

THE NEW MANAGEMENT PERSPECTIVE

NATIONALISM AS A NEW CHALLENGE OF THE TIME

Activity 2: Analysis on the context above.

EXPLAIN: Deeper understanding the context on Explore

MODULE LEARNING OUTCOME

Pinoy in an Organized System

SPECIFIC LEARNING OUTCOMES

THE INDIVIDUAL PINOY IN THE ORGANIZATION

PINOY in an Organized System

Understanding PINOY in the POrganization

The focus on PINOY Development