MODULE 1: HUMAN BEHAVIOR ORGANIZATION

Human Behavior - refers to the physical actions of a person that can be seen or heard.

Organizational Behavior - it is the study of human behavior in an organization.

There are different behavior of a person :

w/ in the organization
Outside the organization

Goals of Organizational Behavior

- To explain
*To determine how people will react under a variety of conditions
- To predict
*To predict precautionary measures - to implement in different circumstances
- To control
*To control the behavior through trainings, rewards, sanctions

ELEMENTS OF ORGANIZATIONAL BEHAVIOR PEST

● People - Individual w/ in the a group
a. Formal - Department
b. Informal - Set of Friends
● Structure - defines the formal relationship of people on the org.
● Technology - combination of resources
● Environment - forces outside the org.

Benefits of Studying OB
1. Development of people skill
2. Personal growth
3. Enhancement of organizational & individual effectiveness
4. Sharpening and refinement of common sense

HISTORY OF HBO
● HUMAN RELATIONS APPROACH
- Scientific Management [Frederick Taylor, Engineer] - Treat humans like
machines; also the origin of Industrial Engineering
- Human Relations Approach [Elton Mayo, Psychiatrist] - how timespan affects
the performance of an individual

● PERSONALITY THEORIES
- Freud's Model [Psychiatrist] - focuses on the personality itself of a person;
person thinks based on logical and illogical reasoning
- Behaviorist Approach [Watson and Skinner]
- Humanist Approach [Rogers, Perls, and Maslow] - behavior of an individual if
you put them in an organization; people behaves as to their upbringing, and/or on
training, learned behavior
ETHICAL ISSUES
1. Conflict of Interest
2. Fairness and Honesty
3. Communication
4. Relationship within organization

LESSON 2:

INDIVIDUAL DIFFERENCES - refers to the variation in how people respond to the same
situation based on personal characteristics.

CONSEQUENCES OF INDIVIDUAL DIFFERENCES

- People differ in productivity
- People differ in quality of their work
- People react differently to empowerment
- People react differently to any style of leadership
- People differ in terms of need or contact with other people
- People differ in terms of commitment to the organization
- People differ in terms of level of self-esteem

What makes people different from each other?

A. Demographics
1. Gender
2. Generational differences and Age
3. Culture
B. Aptitude and Ability
1. Aptitude – capacity of a person to learn or acquire skills
2. Ability- individual’s capacity to perform task in a job
3. Physical Ability
4. Mental or Intellectual Ability

Dimensions of Intellectual Ability

1. Cognitive
2. Social – ability to relate with others
3. Emotional – understanding one’s feelings
4. Cultural – interpret someone’s behavior

Prominent Researchers
Robert Sternberg – Triarchic Theory
● Componential – analytical intelligence
● Experiential - creative intelligence
● Contextual – practical intelligence
Howard Gardner – Theory of Multiple Intelligence
● Linguistic
● Logical / Mathematical
● Musical
 ● Intrapersonal
● Interpersonal
● Naturalist - seek patterns in internal/external environment

C. Personality – sum total of ways in which an individual reacts and interacts with each other.

FACTORS THAT DETERMINE A PERSONALITY:

- Hereditary
- Environment factors
A. Cultural
B. Social
C. Situational

PERSONALITY FACTORS AND TRAITS

- Emotional stability
- Extraversion
- Openness to experience
- Agreeableness
- Conscientious
- Self-monitoring behavior
- Risk-taking
- Optimism

Emotional Intelligence – introduced by Daniel Goleman

· Self-regulation – calm down anxiety
· Motivation – passion to work beyond money or status
· Empathy - respond to unspoken feelings of others
· Self-awareness – awareness of one’s own personality
· Social skills – proficiency to manage relationships

HBO: ORGANIZATIONAL STRUCTURE (anong module ba ‘to? Yung nasa ppt HAHAHHA)

What is an Organization?
- Is one with a structure that is designed to accomplish certain objects
- Structure and behavior influence each other. This relationship makes it important to
study the various concepts related to organizational structure
- Not all people are suited to a certain type of structure. This is important to know because
organizational structures can only be effective if the people working within them are well
matched with the structure.

What is an Organizational Structure? - Refers to the formal pattern of how people and jobs
are grouped in an organization

COORDINATION AND CONTROL MECHANISMS - It consists of mechanisms that serve to

coordinate and control activities of organizational members.
COORDINATION - is the process by which tasks and departments are interrelated to achieve
goals of the organization.

CONTROL - refers to the regulation of activities in ways that will enable members to predict and
stabilize relationships with other members of the organization.

BASIC ELEMENTS OF ORGANIZATIONAL STRUCTURE

a) Work Specialization
b) Departmentation
c) Pattern of Authority
d) Span of Control
e) Coordination of Activities

WORK SPECIALIZATION - refers to the degree to which tasks in the organization are
subdivided into separate jobs. In work specialization, the entire job is broken down into a
number of steps, with each step being completed by a separate person rather than being done
by just one person.

ADVANTAGES OF WORK SPECIALIZATION

● Total productivity tends to multiply geometrically
● Simplified tasks can be learned in a relatively short time and be completed quickly
● The availability of a variety of jobs make it possible for people to choose, or be assigned
to positions they enjoy and for which they are well suited.

AN EXAMPLE OF THE EFFECT OF WORK SPECIALIZATION

WITHOUT SPECIALIZATION:
Employee A (Credit Investigator/Collector)
Work output for one day:
1. Investigated three credit applications
2. Collected three accounts
Employee B (Credit Investigator/Collector)
Work output for one day:
1. Investigated three credit applications
2. Collected three accounts

WITH SPECIALIZATION:
Employee A (Credit Investigator)
Work output for one day:
1. Investigated eight credit applications
Employee B (Collector)
Work output for one day:
1. Investigated eight accounts

DEPARTMENTATION - Refers to the grouping of jobs under the authority of a single manager,
for the purpose of planning, coordination, and control.
COMMON BASIS FOR GROUPING JOBS
Knowledge and skills – professors in universities are assigned to specialized departments
such as accounting, marketing, and engineering.
Work process and function - The purpose of this grouping is to achieve economies of scale by
placing people with common skills and orientation into common units.
Time - members of the organizations may be grouped according to their shifts.
Product - positions in the organization may be grouped according to the good or service that is
being produced.
Customer - A business firm may create a department that deals with customers who paycash,
and another department for customers who avail of credit offered by the company.
Location – An organization may create a Luzon division, a Visayas division, and a Mindanao
division.

ADVANTAGES OF DEPARTMENTATION:
- Supervision is made easier.
- The sharing of resources, such as men, machines,and materials results in maximum use
of such resources.
- Common measures of performance are established.
- Communication is encouraged.

PATTERN OF AUTHORITY - Refers to the extent by which organization members are allowed
to make decisions without getting the approval of another member.

CENTRALIZED OR DECENTRALIZED PATTERN OF AUTHORITY

- Pattern of authority is centralized when decision making is concentrated in the hands of
higher-level managers. It is decentralized when decision making authority is granted to
middle and lower management positions.
- Centralized authority is better suited for stable environments, while decentralized
authority is for complex and changing environments.

ADVANTAGES OF DECENTRALIZED AUTHORITY:

Efficiency - red tapes and bottlenecks are reduced.
Flexibility - managers can cope with situations as they come.
Initiative — managers are highly motivated by the challenge.
Development - managers are provided with opportunities for training.

DISADVANTAGES OF DECENTRALIZED AUTHORITY:
Control - coordinating overall activities is more difficult.
Duplication
Centralized expertise - home office experts may be overlooked or disregarded.
Competency - the organization may not be able to produce competent managers at all levels.

SPAN OF CONTROL - This element refers to the number of subordinates reporting to a single
supervisor.

NARROW OR WIDE SPAN OF CONTROL - Span of control is narrow when there are few
subordinates reporting to a supervisor. It is wide when there are many subordinates reporting to
a supervisor.
CHARACTERISTICS OF A NARROW SPAN OF CONTROL:
- There is closer relationship between manager and subordinates
- There is less delegation of authority
- Controlling activities are more tight
- There is more time for rewarding behavior

CHARACTERISTICS OF A WIDE SPAN OF CONTROL:

- Employees work with little supervision
- There is a high level of delegation of authority
- Controlling is lighter
- There is less time for rewarding behavior

COORDINATION
- Refers to the linking of activities in the organization that serve to achieve a common goal
or objective.
- A company's aggressive sales force may not be matched by the ability of the
manufacturing unit to produce what can be sold. This kind of problem may be minimized
if the activities of the various units are properly coordinated.

COMMON ORGANIZATIONAL DESIGNS

A. Simple structure
B. Bureaucracy
C. Matrix structure

SIMPLE STRUCTURE
- One that is characterized by a low degree of departmentalization, wide spans of control,
authority centralized in a single person, and little formalization.
- It is most appropriate for small businesses like the retail store, service shop, and small
manufacturing firm.
- Usually, under the simple structure, the manager is the also the owner.

ADVANTAGES OF SIMPLE STRUCTURE
- It is simple
- It is flexible
- It is inexpensive to maintain
- Accountability is clear

DISADVANTAGES OF SIMPLE STRUCTURE

- Its inability to serve large organizations.

BUREAUCRACY
- It is a rational, systematic, and precise form of organization in which rules, regulations,
and techniques of control are precisely defined.
- (paste mo dito ujay yung triangle keme): THE BUREAUCRATIC FORM OF
ORGANIZATION na illustration sa ppt
TYPES OF BUREAUCRACY
1) Machine Bureaucracy
2) Professional Bureaucracy

MACHINE BUREAUCRACY
- this is a moderately decentralized form of organization that emphasizes the technical
staff and standardization of work processes
- It is best suited to large organizations whose work is largely performed by production,
technical and support workers

CHARACTERISTICS OF MACHINE BUREAUCRACY

- The existence of rules and procedure controlling organizational activities
- A high degree of differentiation among organizational functions
- A high degree of job specialization
- An organization of offices determined by hierarchy, with each unit reporting to a higher
unit and no unit free-floating
- A heavy emphasis on rules and norms to regulate behavior
- Interpersonal relations characterized by impersonality in place of favoritism
- Selection and promotion of employees and managers based on merit
- All administrative actions are in wrong

PROFESSIONAL BUREAUCRACY
- Is an organization composed of core of highly trained professionals that standardized
skills for coordination
- Organizations that are considered professional bureaucracies are law firms, accounting
firms, hospitals, and universities
- It has decentralized decision-making and is less formal than machine bureaucracy
- It emphasizes the expertise of the professionals in the operating core of the organization’

ADVANTAGES OF BUREAUCRACY
- The ability to perform standardized activities in a highly efficient manner
- Bureaucracy can operate nicely with less talented middle and lower level managers
resulting to a lower cost

DISADVANTAGES OF BUREAUCRACY
- Specialization creates sub-unit conflicts
- There’s no room for modification when cases that do not precisely fit the rules arise

MATRIX STRUCTURE
- It is one that superimposes a project-based design on an existing function-based design
- It is an attempt to maximize the strengths and minimize the weaknesses of both
departmentation by function and by product

MATRIX STRUCTURE ARE FOUND IN ORGANIZATIONS THAT:

a) Require response to rapid changes in two or more environments such as technology and
markets
b) Face uncertainties that generate high information processing requirements
c) Must deal with financial and human resources constraints
d) Want to take advantage of new opportunities and solve special problems
STRENGTHS OF MATRIX DESIGN
a) Allows demands from the environment to be met simultaneously
b) It provides flexibility
c) It encourages resource efficiently
d) It enhances skill development
e) It increases motivation and commitment among employees
f) It aids top management in planning

WEAKNESS OF MATRIX DESIGN

a) It creates dual authority confusion
b) It spawns power struggle
c) It is time-consuming
d) It requires interpersonal skills training
e) It generates high implementation cost

Paki-insert ulit ujay nung illustration here yung: MATRIZ DESIGN OF AN ORGANIZATION

NEW ORGANIZATION DESIGN OPTIONS

a) Outsourcing Organization
b) Team Structure

OUTSOURCING ORGANIZATION
- Also known as virtual organization
- Is an arrangement by which the organization have worked performed for it by groups
outside the organization
- The entity enters into an agreement with another organization to perform some specific
activities
- It can reduce the company’s need for employees, equipment, and materials reducing the
cost of maintaining the said requirements
- Companies that bid for outsourcing with an organization are under great pressure to
offer the lowest possible price. This pressure lead them to violate wage and child labor
laws

TEAM STRUCTURE
- It is horizontal rather that a vertical organization
- Under this structure, departments and broken down and decision making is
decentralized to the level of the work team
- A requirement of the team structure is that team members must be generalists as well as
specialists
CHAPTER 4: WORK GROUPS AND TEAMS

Groups - two or more individuals who have come together to achieve certain objectives

Classifications:
A. Formal - task as an individual
1. Command group - managers - members
2. Task group - group being chuchu because of a task
B. Informal - nabuo kusa ng mga employee due to common interest
1. Interest group - same interests, not paid
2. Friendship group - alam niyo na ‘to matic

Why do people form groups?

1. Need satisfaction - social needs
2. Proximity - state of being near
3. Attraction - common interest
4. Goals - common goals
5. Economy - finances

Stages of Group Development

1. Forming stage - current department with an addition; ends when there are no longer
uncertainties
2. Storm stage - kampihan, conflicts, collision; ends when there’s a set of hierarchy
3. Norming stage - initial integration stage; ends when strong na daw ang integ? haha
4. Performing stage - for career growth na
5. Adjourning stage - ewans

Roles of individuals
1. knowledge contributor
2. process observer
3. people supporter
4. challenger
5. listener
6. mediator
7. take-charge leader

Different techniques in Decision Making

1. Interacting group - interacts with each other, f2f, susceptible in group thinking
2. brainstorm group - all members should contribute ideas
3. nominal group - f2f, set of ideas from members will unite and then create chart
4. electronic group - online meeting, ideas as an anonymous persons

Work Teams - as a whole/mutual accountability, a formal group comprised of people interacting

very closely together with a shared commitment
DIFFERENT TYPES OF TEAMS
1. problem solving team - consists of 5-12 grps, weekly meeting and align tasks for the
week
2. self-managed work team - lesser supervision, each members became jack of all trades
3. cross-functional team - flexible team, gymnasts yarn? eme
4. virtual team - online teams, w/ the aid of electronic device, computers kinember

HOW TO DEVELOP EFFECTIVE TEAM?

- Identify team players in the team
- Remaining will undergo training to be able to work with other people

CONFLICTS

Conflicts - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to
disagreement or opposition between 2 or more parties.

Constructive Conflict - a healthy, constructive disagreement between 2 or more people

Destructive Conflict -

LEVELS OF CONFLICT
1. Intrapersonal
Types:
- Approach-Approach
- Avoidance-Avoidance
- Approach-Avoidance

2. Interpersonal
Types:
- Substantive
- Emotional
- Substantive and Emotional
3. Intergroup
4. Interorganizational

SOURCES OF CONFLICT
A. Structural Factors
1. Specialization
2. Interdependence
3. Common Resource
4. Goal Difference
5. Authority Relationships
6. Status Inconcistencies
7. Jurisdictional Amibiguities
B. Personal Factors
1. Skills and abilities
2. Personalities
3. Perception
4. Values and ethics
 5. Emotions
6. Communication barriers

CONFLICT-CAUSING PERSONALITIES
1. Aggresor - walang preno ang bibig
2. Passive-Aggresive - panay oo lang
3. Chronic Absentee - laging wala
4. Person who make too many errors
5. Negative person
6. Chatter box
7. Do-nothing person
8. Unreliable person
9. Time-waster
10. Resentful person

STAGES OF CONFLICT
1. Antecedent Conditions
2. Perceived and Felt Conflicts
3. Manifest Conflict
4. Conflict Resolution or Suppresion
5. Conflict Aftermath

TECHNIQUES IN RESOLVING CONFLICT

1. Problem Solving
2. Superiodinate Goals
3. Expansion of Resources
4. Smoothing
5. Compromise
6. Altering the Structural Variables

NEGOTIATION - A process in which 2 or more persons attempt to reach an acceptable

agreement in a situation characterized by some level of disagreements.
The following conditions myst be present:
- Tehere are 2 or more parties
- There is conflict between parties
- The parties are willing to negotiate
- They prefer to work together

2 NEGOTIATION APPROACH
1. Distirbutive Bargaining
2. Integrative Negotiation