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Republic of the Philippines

SULTAN KUDARAT STATE UNIVERSITY
Tacurong Campus
Tacurong City, Sultan Kudarat

INSTRUCTIONAL MATERIAL

Course No. : MA 311

Course Description : Human Behavior in Organization
No. of Units : 3 units
Instructor : Mr. Manolo B. Mercado, MBA
Cellphone Number : 0977-8364601
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CHAPTER 1

FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR

Objectives:

 Learn the fundamentals of organizational behavior and harmoniously work with people.
 Identify the various social systems affecting organizational behavior, and
 Understand and appreciate the different approaches of good human behavior in
organization.

Introduction
The success of an organization is contingent on the efficient and effective
performance of its constituents, the personnel within the entire organization hierarchy.
Those at the helm (control) of management should, therefore, be able to create their
right atmosphere within the social environment and to spur (push) the personnel to
maximize production by way of building up their morale through proper motivation. To
achieve these ends, management has to understand behavior in both the formal and
informal organization.

People have their individual differences arising from their differences in heredity,
environment, training and individual functioning. They likewise have different needs
which they seek to satisfy. In order to develop the right attitude towards work,
management must have a full grasp of the factors that impinge upon the employee’s
morale in the organization.

Theories X, Y, and Z have been advanced in connection with organizational

behavior.

Organizational Behavior Defined

According to Keith Davis Organizational behavior defined as “the study and

application of knowledge about how people act within an organization”.

 The basic elements of organizational behavior are: people, structure,

technology and the external environment within the organization functions.
A form of structure is required whenever people gather to accomplish the
objectives of their organization.

Organizations exist to serve People – however, people do not exist to serve

organizations although they are responsible for the organization’s management
and operation. To accomplish their objectives, people, structure and
technology interact. These elements are further influenced by the organization’s
external environmental forces.

Organizational structure – referred to as the formal relationship between and

among the constituents of an organization. Organizations exist to serve people.

Technology provides the physical and economic facilities and resources that
lend ease and facilitates performance of jobs. Technology significantly affects
and influences working relationships.
 The operation of an organization is highly influenced by its external
environmental forces wherein the different elements interact with one another.

The social, cultural, political, and economic and other related elements have
their impact on an organization’s management and existence, and should,
therefore, be taken into account in the study of behavior in organization.

Organizational behavior and administration

 The constituents of an organization are in one way or another affected by the

nature of the behavioral quality of life therein and are, therefore, concerned with
improving organizational behavior.
 Managers and supervisors have the responsibility in harnessing organizational
behavior to improve people-organization relationships.
 In this regard, executives must attempt to create an atmosphere in the
organization that will motivate employees to work effectively in harmony and in
coordination with their co-workers.

Historical Development of Organizational Behavior

 Andrew Ure, the author of “The Philosophy of Manufactures”, included the

recognition of the factory workers, to the mechanical and commercial aspects of
manufacturing. He initiated the extension of extraneous benefits to workers, such
as sickness payment and medical treatment.

 Frederick W. Taylor – in the United States, in the early 1900s created interest in
the working man, that later led to the development of organizational behavior. He
is currently referred to as the “father of scientific management”, had advanced
the idea that, “if there was a best machine for a job, so was there best a way for
a person to do his job”.

In the years, 1920s and 1930s, Elton Mayo and FJ Roethlisberger – study the
concept of human behavior at the Harvard University resulted in the concept that “an
organization is a social system and the worker is indeed the most important element in
it.”

 Elton Mayo is recognized as the “Father of Human Relations” which was

subsequently known as organizational behavior. Mayo and his associates
believed in increasing production by humanizing working conditions.

Contributions of Other Social Sciences

Many of the important contributions to Organizational Behavior have come from:

o Psychology – psychological theories have helped us explain and predict

individual behavior. Many of the theories dealing with personality,
attitude, learning, motivation, and stress have been applied in
Organizational Behavior to understand work-related phenomena such as
job satisfaction, commitment, absenteeism, turnover, and worker
well-being.

o Sociology – studying the structure and function of small group within a

society have contributed greatly to a more complete understanding of
behavior within organizations. Many of the concepts and theories about
groups and the processes of communication, decision making,
conflict, and politics used in Organizational Behavior are rooted in the
field of Social Psychology.

o Political Science – has helped us understand how differences in

preferences and interest lead conflict and power struggles between
groups within organizations.

o Economics – has assisted students of organizational behavior in

understanding how competition for scarce resources both within and
between organizations leads these organizations to increase their
 commitment to efficiency and productivity (with concomitant influences on
the behavior of individuals and groups).

o Anthropology – lesson about how cultures and belief systems develop

in organizational behavior.

Working with People

Managing or participating in the operation of the organization necessitates an

understanding of its operation in relation to the interrelationships that exist within its
ranks.

Organizational objectives are achieved with and through others. Thus, an organization is
a complete social system wherein individuals possess varying values and organizational
ends. There are no hard and fast solutions to human relation problems. All that can be
done in this regards is to better understand people and upgrade human relationships at
work. Working together can thus be effectively achieved by dealing with one another in
terms of humanity.

 Human Relations – have to do with, the interactions of people in all types of

undertakings; in government, in business, in schools, in socio-cultural
associations and in the homes.
 The study of human behavior at work in an organization is referred to as
organizational behavior.
 Human relations apply to behavioral knowledge to bring about cooperation to
attain the desired goals.

Basic Concepts

There are four (4) basic assumptions with regard to the nature of man: individual
differences, the whole person, motivation of caused behavior and human dignity.

- Individual differences - from birth, each man becomes unique due to

heredity, environment, training and individual functioning.

- The whole person – Organizations take into their folds individual who are
skillful, knowledgeable and experienced. Yet, a person’s distinct
characteristics and abilities which are part of his totality as a whole person.
The appraisal of an individual should be on the basis of the entirety of his
whole being because a person’s attitude, work life, home life, emotional
conditions and physical condition collectively influence his outlook and
behavior.

- Motivation (caused behavior) – is the driving force that keeps the

components of an organization on the go. The effectiveness of management
to motivate depends on the extent by which employees evaluate the means
employed to satisfy their interest and needs. Among the means employed in
this regards are recognition, promotion and increase in pay.

- Human dignity – People belong to the highest order among God’s creation.
Every individual wants to be treated with respect and dignity. Life, with its
overall purpose, recognizes the existence of the inner integrity of every
individual. (So, management should therefore, treat every individual with
respect, to safeguard the preservation of everyone’s dignity.

The Nature of Organization as Social Systems

An organization is a social system that is formed for mutual interest and is achieved
through the interrelationship and interaction of its constituents.

 Mutual Interest – Organizations are formed and maintained to serve the mutual
interest of their constituents. It is the mutuality that serves as the building force
as well the generator of cooperation within its ranks. People have to organize
and work collectively to achieve that which they could not individually attain.

 Social Environment (Culture) – An individual grows in a culture, in man-made

environment of beliefs, customs, knowledge and practices. Culture is the
 conventionalized behavior of society which influences a person’s behavior.
Culture changes slowly, giving stability and security to society. However, it at
times, resists change as manifested in the resistance to changes in the
management structure.

 Basic Culture that Affects Work – the culture of individual has its effects on on-
the-job performance. To understand an employee’s behavior, an understanding
of the culture in which he lives must have to be established. People’s exposure
and contacts in churches, schools, homes, stores as well as to the other activities
they do cause them to develop a set of basic values, which are so engrained in
them that they become very difficult to change.

 Security – Workers desire a reasonable degree of security on the job despite the
changes that take place as a result of technological advancements and
competition in the economic system. He desires security of employment as well
as economic security to face old age. For as long as he works satisfactorily and
faithfully, the worker entertains the feeling that he should be given the opportunity
to work and be provided with security from losses beyond his control such as
during times of calamities.

 Opportunity – An employee expects his job to afford him with opportunities for
advancement and growth, economically and socially. It is believed that
individualism, hard work, and frugality are moral virtues in the use of one’s
talents and that those who apply them to rise to positions of leadership are
properly serving society.

 Motivation Patterns – develop in each individual as a result of cultural

interactions. A person’s perceptions and outlook, by and large, evolve as a result
of his family background, education, culture and environment.

There are four (4) motivation patterns that are significant in nature:

1. Achievement motivation leads to higher levels of aspiration, so people

work harder and make more progress. Competent leadership in
organizations comes from achievement-motivated persons. An
achievement-motivated person seeks accomplishments as his objectives
and not monetary rewards which are sought for by the traditional
economic man. He loves to face challenges and finds gratification in
accomplishing things that are of service to others.

2. Affiliation motives work better when they are complimented for their
attitude by their associates. In the choice of co-workers, achievement-
motivated persons select assistants who are competent, regardless of
relationships or feelings about them. Affiliation-motivated people
choose friends to work with.

3. Competence-motivated person is often interested in the technical

aspects of the job and is unmindful of the human factors at work. He is
more concerned with mastery and professional growth.

4. Power-motivated individual is more daring and is a risk-taker who is

willing to sacrifice others in his desire for power.

Management’s awareness of the motivation patterns will make the administration

recognize employees who are self-motivated as against those who depend on
external incentives.

Role in the Social System

In the social structure a person interacts with other people as he coordinates his work
with them. In the process, he has to anticipate their behavior to best perform his role in
the organization. A person assumes multifarious roles both on and off the job. He may
simultaneously be an employee, a husband, a father, or a leader, among others, that call
for different types of behavior. Every individual in an organization is guided by his role
perception, that is, how he thinks he is expected to act in a given situation.
 Role set partly arise from the nature of the jobs performed by managers and
supervisors, which, by and large are perceived to be roles played in almost the same
manner, in different companies.

On account of role expectations, those interacting with others need to be conscious of

three role values, 1. his own role as called for by his job 2. the role of those he is in
contact with and 3. his role as perceived by other persons.

Apparently, one may not be able to satisfy the expectations of others, unless he is
conscious of what they expect of his. Whenever role expectations differ materially, role
conflicts arise because both expectations will not be satisfied.

Status is the social rank a person is in, in relation to others in society or a social group.
There are:

Two (2) kinds of Status:

a. Formal status refers to the rank of a person in the organizational hierarchy
and is designated by an official or authority.

b. Informal status refers to the social rank which an informal organization

accords to a person as an outcome of their attitude and the regard they have
for him.

Status Symbol – Visible external trappings in a person’s place of work serve to manifest
his social rank. The capacity of those in the upper level jobs to provide themselves with
better facilities in their place of work make them different, as compared with those in the
same structure, at the lower levels. The provision of air conditioning equipment,
telephone, rugs and other paraphernalia of rank in an office are marks of distinction.

To avoid demoralization arising from apparent discrimination, executives of equal ranks

in the same organization should receive approximately identical status symbols.

Social Equilibrium and Personal Adjustments

Social Equilibrium means the existence of a working harmony among the

independent parts of system. Under conditions of dynamic changes the
organization must respond to the differences that exist in the people and the
prevailing external environment. Social equilibrium is:
 Functional when a change improves the system
 Dysfunctional when a change weakens the system

Equilibrium is important to the system just as it is to individuals. It is the state of

harmony of the individual to the system that counts.

Adjustment is dynamic, not a one-time activity. If a person finds difficulty in adjusting or may
adjust in a way that does not meet society’s approval, the person is said to be maladjusted.
Labor turn-over, labor agitation, insubordination, absenteeism, and others of the like are
manifestation of maladjustment.

CHAPTER II

TEAMS IN ORGANIZATIONS

Objectives:

 Learn the prerequisites to upward and downward communications;

 State the implications of counseling;
 Explain the nature and importance of group dynamics
 Explain the nature and the role of groups in organizations; and
 Internalize how to communicate effectively with employees and managers
 Practice effective decision making.

Introduction

A team has the ability to work together towards a common vision. It has the ability to
direct individual accomplishments toward organizational objectives. It is the fuel that
allows common people to attain uncommon results.
 Today’s definition of team starts with a group of people engaged together in the process
of developing and moving toward a shared vision. The team then lives out the shared
vision in the accomplishment of work objectives. High performance teams regularly
accomplish more than what the same group of individuals could complete separately.

Creating and managing teams in the workplace can lead to effective outcomes, but the
success and longevity of teams in organizations will depend on how thoroughly
organizational leaders understand how to extract the gains teams can provide.

Teams: Definition, Norms and Roles

Focusing on teamwork is one of the top priorities of business firms. The benefits are
personnel empowerment, loyalty, motivation, better customer services, increased
productivity and overall success of the firm. To complete successfully, firms must learn
to create a network of groups in achieving organizational goals.

Team is a group of individuals cooperatively working together towards achieving similar

objectives or goals.

Teams are a special kind of group, found in organizations, with the following three
additional characteristics:

1. Teams are typically formed by management directive.

2. Team members share responsibility for the specific outcomes and operations.
3. Teams typically exist in an empowering work context.

All teams are not alike:

 They can differ on the type of outcomes they’ve been organized to achieve.
- Some teams, such as advisory panels, committees and employee
involvement groups are assembled to provide advice and involvement to
managers in the organization.
 The projects and development team is an assembly of professionals who work
on assigned or original projects.
 Teams can be created to produce an outcome that is organized action. This
type of team includes: sports teams, negotiating teams, expedition teams, and
surgery teams.

Types of Work Teams and Their Characteristics

Type of outcomes Combination of Team’s degree of Team’s work

and examples member expertise integration with cycle
other work units
Production or Low High level of Work cycles
service Differentiation of integration typically repeated
Expertise among or continuous;
Assembly Teams members Cycles often briefer
than the team life
Maintenance span
Crews

Flight Attendant
Crews

Project High differentiation Low level of Work cycles

of expertise among integration typically differ for
Research groups members each project

Task Forces

Architect teams
Organized Action High differentiation Low level or Brief performance
of expertise among integration events, often
Sports teams members repeated under
new conditions,
Negotiating teams requiring extended
 training and/or
Expedition teams preparation

Surgery teams

Cockpit crews
Lifted from: Sundstrom, E., DeMuse, K.P, and Futrell, D. (1990) Work teams. American Psychologist
25, no. 2, 120-133

Overall, teams in organizations create outcomes that exceed the collective capability
of individuals who work within the formal line structure of an organization.

Type of Team Structure

1. Sequential team referred to as top-down management. Tasks are passed down

to another person when it is done, and this is repeated down the line. There is a
specialized skill, with focus on performing only one function or operation.

2. Synchronous team is when everyone works together in a group, and each

comes with a different specialization but with one focus or goal. There is free flow
of information, sharing of ideas, working together as a cross-functional team from
different groups to achieve an objective.

Group Processes: Communication, Responsibility, Accountability, Respect and

Evaluation

Groups are central to all organizational behavior. The group serves as an intermediary
between individuals and the organization. Knowledge and understanding of group
dynamics can be employed to improve the result of group action. Manager to administer
and operate an effective organization, he must possess knowledge about group
dynamics as we as decisions, and must determine when to make use of groups, meeting
and committees.

The Group as System

One way of looking at a group is as a subsystem within a larger system, which is the
organization.

A System is characterized as being ‘complex, with interdependent parts; often,

consisting of inputs, transformations, output, feedbacks and boundaries; in balance,
resulting from positive and negative feedbacks; and having a multiplicity of purposes and
objectives.’

As a system a group has; inputs, including expectation from within and outside the
system; operations or transformations, including group productivity and satisfaction. It
likewise has both positive as well as negative feedbacks, by which is attempts to achieve
changes and maintain balance.

From the psychological point of view, a group is a conglomeration of people who:

1. Possess a common purpose or objectives;

2. Interact with one another to accomplish their objectives;
3. Are aware of one another
4. Perceive themselves to be part of the group.

Why and how Groups are Formed

A group when formed through and by the organizational structure is called

Formal Group. – formed through and by the organizational structure.
 A formal group consisting of an executive and subordinates may be
relatively permanent, even though the group’s membership may change.
- Informal Group – formed within the structure but without official sanction of
the organization.
 Informal group are developed in order to get jobs done better and more
quickly by people whose work is interdependent and interrelated.
- Social Group – formed for purely social reasons.
 The Internal Operation of Groups

Group Leadership – the term “leader” generally connotes someone with formal
authority, the “boss” of a formal tasks group. The term “leader” cannot be used
synonymously with the terms, “boss” or “manager”. A group may have oftentimes,
many different leaders, some more effective than others.
- Leadership is not a function or trait of a single individual but it is distributed
through the entire group. Any group member may be a leader at any
particular point in time.

Group History – the historical background of a group determines the way in which
the members interact with their jobs.
Ad Hoc groups – are generally formed quickly on the “spur of the moment” and
the members may have had little or no previous interaction with one another.
Establish groups – have as member those who have worked together in the
past and which enable them to acquire knowledge of the strengths and
weaknesses, as well as the many idiosyncrasies of the other members.

Four-Stage Process of Groups

1. Forming – (initial stage) – the group is concerned with orientation, which
accomplished primarily through testing the boundaries of both interpersonal
and task behaviors, determining the relationship with the leader, and the like.
2. Storming – (second stage) – is characterized by polarization and conflict
about both interpersonal and task requirements.
3. Norming – (third stage) – resistance is overcome, intergroup cohesiveness
develops, standards had evolved and roles become more firmly established.
4. Performing – (final stage) – the group is ready to settle down to accomplish
its task. Group energy can be channeled into the task, since the structural
issues have been largely resolved and the standards have been set.

Behavior Options
Several Behavior Options of Group Member:
1. Rebellion – wherein the individual rejects all of the group’s values and norms.
2. Creative individualism – the individual accepts only pivotal norms and rejects
some or all of the relevant ones.
3. Conformity – the group member accepts all of the group’s values and norms.

Norms may be classified into four dimensions, namely:

1. Affective relationships deal with the personality or impersonality of the
relationships;
2. Control, decision-making and authority relationships deal with the equality or
inequality of power;
3. Status – acceptance relationships deal with the uniqueness or the position of
the individuals;
4. Achievement – success relationships deal with the matter of prestige and
rank.

Group Cohesion

Cohesion – means “solidarity” or “unity”. The members tend to have common

values, attitudes and standards of behavior. Cohesiveness affects the degree to
which the group can be helpful or harmful to the organization as a total system.

Factors Affecting Cohesiveness

1. The homogeneity of the group – whenever the group’s members have
widely different values or statuses, they will experience the difficulty of
becoming a cohesive unit.
2. Isolation – the more group is isolated from other groups, the more likely the
members will share common values and standards of behavior.
3. Outside Pressure – reacting to outside pressure is one of the fastest ways a
group can develop strong solidarity.
Outside pressure may take several forms:
a. Union-management conflict
b. Competition between groups
c. Mistrust between line and staff personnel
d. Reaction against a dictatorial supervisor
 4. Size – the size of a group affects its cohesiveness. If a group is too small
(two to three people), there may not be enough skill within the group to
perform the task (esp. in problem-solving one). If the group is too large,
communications within the group may break down. Group members may not
find enough opportunity to satisfy their own needs.
5. Atmosphere or climate – another variable affecting group cohesion both
within and outside the group.

Importance of Group Cohesiveness and Solidarity

The more cohesive the group is, the greater the possibility that its members will
develop similar attitudes, values and behavior patterns. The more highly cohesive
a group is, the chance that the members can influence other members to change
their behavior becomes greater.

Group Task, Building, and Maintenance Activities

The purpose of a group is to perform a task and to accomplish specific
objectives.
- Each individual within the group has a different degree of commitment to the
task, as well as unique personal needs.

Different Approaches to described group process

1. Group task activities – refer to initiating, clarifying, coordinating or orienting the
group to its goals, giving and seeking information, and establishing contact with
the outside community which all help the group attain its primary goals and
objectives.
2. Group-building activities – allow the group to build and maintain itself by
helping to satisfy member’s needs and by fostering trust and cooperation among
group members. (more effective by applying: a) harmonizing, b) using humor to
reduce tensions, c) encouraging people to participate and compromise.
3. Self-serving activities – attention-getting, dominating, aggression, and
withdrawal – help each member of a group to his or her own set of unique needs,
values and goals.

Observing Group Process

The Group Process – is concerned not with the task itself, but with how the task is being
accomplished.

What to Look for in Groups

1. Participation
2. Influence
3. Styles of Influence
4. Decision-making procedures
5. Task functions
6. Maintenance functions
7. Membership
8. Feelings
9. Norms

Temporary Groups - the temporary task group is formed to solve a particular problem
but after it has performed its task, it is disbanded.

Group Size – affects the degree of participation, consensus, quality of satisfaction, and
the need for a leader. As the group size increases, the opportunity for participation
decreases. The larger group shows more internal disorder and conflicts and are likely to
take more radical positions than smaller ones. (To obtain the maximum amount of
member satisfaction, the group should number no more than five (5) to six (6)
members).

Kinds of Groups
1. Nominal group – members are together, but do not directly interact. (each member
generates ideas independently, silently and in writing. – ideas are summarized in a
large piece of paper then all the ideas then presented are discussed for clarification
and evaluation purposes).
2. Delphi Technique – the group participants are not physically present. Instead, a
questionnaire is distributed to obtain information on a particular topic.
General Guidelines for Improving Group Performance
1. Training – is most effective in decreasing order, in live situations, in those using
experiential materials and in lecture or similar methods.
2. Conflict – the more effective group can use conflict in a constructive way without
either buying it or allow it to get out of hand.
3. Type of group – the normal group may be the most effective for problem-solving,
especially for relatively routine problems.
4. Kind of Group – interacting groups are the most widely used and recognized in
generating ideas.
5. Quality of Ideas – the quality of ideas is very important, it may be useful to have a
group with members numbering between seven and twelve, so that more input
information is available to the group.
6. Group Norms – the norms or standard of behavior of this group should be
periodically examined to find out if they are clear to the member of the group.
7. Group Cohesiveness – cohesiveness should likewise be periodically examined.
8. Consensus – is desired more than the quality or quantity of ideas, the group should
consist of about three to five members.
9. Member Satisfaction – appears to be directly related to consensus and smaller sized
group.
10. Leader – who can assist the group with its functioning. The task leaders should
preferably sit at the head of the table.
11. Process Observation – process observer can help a group improve its overall
functioning by observing what transpire in the group and feeding back the results to
the entire group and/or to the leaders.
12. Counterproductive Norms – as a result of the manager’s action against productivity
tend to increase the cohesiveness of the group.

Advantages of a Group
1. Belonging to a group develops loyalty; members will support the goals and objectives
of the group.
2. Good relationship shall instill cooperation, courtesy, respect and congeniality with
each other, for smoother workflow without dissent or conflict.
3. Members are encouraged to support each other, against criticism from various
groups, and work together to find resolution.
4. Sharing of problems when encountered as a group, instead of having a sense of
individual burden or a heavier load of responsibilities.
5. Group sharing provides opportunity for incremental knowledge and learning, what
with the interactions of ideas, mentoring and coaching.
6. There is validation of worthiness and contributions to a group, which enhances self-
esteem, pride and recognition.
7. Retention of learning is greater due to active participation of all members.

Disadvantages of a Group
1. There is no individual recognition for expertise.
2. It is viewed as a waste of time, because you have to listen to all members of the
group.
3. There is no individual accountability since the results are credited to group effort;
some members work harder while others may not.
4. There are lesser rewards for groups, because it is more costly than a few individual
rewards.

Ways to build trust by supporting the Team

1. Give your time – be sure that you attend their meetings.
2. Reward, celebration, awards – every time the team reaches a goal or meets target
sales.
3. Access to new technology, new equipment – provide a budget for new technology.
4. Always provide information – share the firm’s progress, as well as current and future
plans.
5. Respond in a timely manner – find answers to team questions as soon as you can.
6. Compensate for extra effort – when the members of the team works long hours, or
report in a weekends, seek compensation for their time away from their families.

Changing Behavior in Organization

Accelerated Pace of Change
1. Knowledge Explosion – fast developments attained in science and technology
resulted in a tremendous acceleration in the development of knowledge.
 2. Rapid Technological development – as technology changes, jobs also change.
Technology generally requires more professional, scientific and other white collar
workers to keep the system in operation.
3. The composition of the labor Force – Unions have been exerting influence upon
human relations at work and are expected to continue notwithstanding the
technical and social changes that take place or may be brought about by the
changing union’s role.
4. Environmental and social issues – changes in the internal and external
environment as well as changes in social issues and relationships have likewise
induced corresponding changes in behavior in organizations.

Three (3) major reasons for management to be more conscious about in

adjusting to changing behavior in organizations are:
- Employees, to some extent, have multiple interests and undertake multiple
roles. Work relationships are rarely co-terminus personal interest.
- Unions or organized bodies represent groups of employees who make up
their memberships and have growing practical and legal status in industrial
nations in a number of vital operation areas.
- Professional societies, or voluntary membership societies for individuals
pursuing professional callings, make permanent claims on the work choices
and decision parameters of individual members, even when the members are
working as employees in organized enterprises rather than solely and
personal professional practitioners.

Changes in behavior in organizations are similarly influenced by changing

relationships with customers, shareowners, suppliers, and the general public
and the government and other parties.

Customers relationships – are more effluent, more mobile, more educated and
more likely to have new wants than before. Competition consequently takes new
dimensions with specific impact on organizational principles and behavior.

Shareowner relationships – a striking characteristics of modern society is that

the proprietors or owners of the large enterprises and its managers or
entrepreneurial decision-makers are increasingly different individuals.

Supplier relationships – suppliers of both materials and services also change in

availability, scope, and interests. Customers will degenerate unless old
organizational principles and behaviors are reappraised, reformulated or altered.
More research for continuous modifications and enhancement of principles and
practices of organizations is required.

Public Government relations – public or government relations embrace the

people in all other sectors and have, in a sense, multiple impacts on the
organizations. New uncertainties are created as the government tends to function, in
this period of rapid changes.

Decision Making
Three generally most requires effective order of discussions to reach an agreement:
1. Assembly of facts
2. Interpretation of facts, which includes the consideration of values involved, and;
3. Decision on the basis of the facts.

- Once management agreement on the facts has been arrived at, the group
can then begin interpreting, evaluating and stating opinions on expected
outcomes.

Creative Thinking in Groups

Groups - are generally generators of creative thinking. Group interaction induces enthusiasm
for creativity among members of the group, and also conveniently provides each member with
ideas that the rest of the group can build upon. It also provides the participants with excitement
and enjoyment.

Brainstorming – is among the most accepted method of creative thinking. Its distinguishing
feature is the deferment of judgment. All ideas, even the unusual and impractical ones, are
encouraged or entertained without criticism or evaluation.
Weaknesses of Meetings

Meetings - are an essential and productive part of work organizations. Properly conducted
meetings can contribute to an organizations progress by integrating interest, improving decision
making, committing and motivating members to carry out a course of action, encouraging
creative thinking, broadening perspective and changing attitudes. (However, to make use of
them, one should be aware of its weaknesses.)
a. Slowness and expensiveness – is caused by the difficulty by which it is
convened. Meetings of all types offer a slow way of getting things done.
Sometimes, delay is desirable because it affords more time for thinking.
b. The leveling effect – one of the most serious criticisms of group
discussions is that it stresses on conformity and compromise. The
bringing of individual thinking in line with the average quality of the
group’s thinking is referred to as leveling effect.
c. Divided responsibility – is a problem whenever group decisions are made.
It is said that, “actions which are several-bodies responsibility are
nobody’s responsibility.” Group decisions give individual members a
chance to shirk responsibility.
d. Groupthink Philosophy – when some people have carried to an extreme
their interest in groups and begin to worship the group, the philosophy is
termed, “group-think”. This philosophy considers what is right, by letting
others decide, the group-thinker feels that he decides. The group-thinker
considers man as important only in his role as a member of a group.

Importance of Decision Making as a Supervisory Skill – According to F.M. Lao, Jr.

1. Supervisors are the critical frontline liaison officer between management and employees.
2. Supervisors need to act as the authoritative figure to direct all activities and manner of
decision making.
3. Supervisors interface with the employees on a daily basic and have the ability and
influence to effect desired work behavior and results, as well as address negative
performance.
4. Supervisory responsibilities could include the maintenance of high morale and
motivation of personnel, equitable division of roles and work among personnel,
development, coordination and continuous monitoring of schedules, assurance of
appropriate allocation of resources needed in work areas, and accountability for safely
prevention.
5. It is important for the supervisor to be knowledgeable and aware of the signals and
symptoms of a business problem so that early detection can minimize disruption and
prevent further escalation that will decrease efficiency and profitability.
6. A good supervisor is empowered to make decisions and start the process of resolution
for this decision.
7. A good supervisor is expected to have the skills necessary to determine a problem,
communicate expectation to the personnel, provide guidance and implementation of
policies and procedures, resolve conflict and performance problems to achieve the
overall objective of efficiency and productivity that meets organizational goals.
8. Well-rounded supervisory skills in decision making ensure orderly and organized
resolution of problems and encourage a minimum relationship with personnel.
9. Decision making skill will ensure that all possible pertinent questions are discussed and
brought to the open for evaluation and analysis.

Ways to be an Efficient Decision Maker – by F. M. Lao, Jr.

1. The supervisor can be proactive instead of being reactive by starting a dialogue with
personnel and leading the brainstorming for process improvements before problem
occurs.
2. Make sure that proper resources are allocated for the needs of personnel. Identify
personnel who are afraid to speak up. Ask before it becomes a problem, or affects
productivity.
3. Participate in casual group discussions to develop the confidence and trust of the
personnel. Knowing your personnel is important to decision making. There should be a
give and take relationship of respect, cooperation and working towards common goal
and objective.
4. Attend educational training and development with other managers or undertake
professional services that will provide additional knowledge to solve key issues such as
diversity as a reality in the workforce today, techniques for creating an effective working
environment, finding solutions, setting priorities, and how to encourage participatory
decision making.
 5. Supervisor should discuss with other supervisors about common decisions for situations,
and network with other supervisors on techniques that have previously been used, such
as cost-benefit analysis, advantages and disadvantages, brainstorming, and important
criteria for evaluating and prioritizing problems.
6. Supervisors need feedback on how they are perceived by their personnel. Learn from
your personnel. Act as a role model that can accept positive criticism. Listen to
suggestions with an open mind.
7. Classify data and use templates for documentation and on questions to ask, so as to
maintain consistent guidelines and a repeatable process that can be continuously
improved.
8. Always adopt with the needs of the time. Read and evaluate on current issues and
techniques such as workforce diversity, organizational behavior, organizational culture,
motivation, communication and conflict resolution.
9. Always encourage team management. Inculcate genuine care and concern for all
members.
10. Be an effective listener. Stop talking. Empathize. Look at the other person. Get rid of
distractions. Don’t argue mentally; keep an open mind. Avoid nasty judgments which are
hindrances when resolving problem. Stay away from negative thoughts and focus on the
positive while making decisions.
11. Understand actions that exhibit negativity. Be aware of how your personnel react, and
act on the signs and symptoms of disagreements. Encourage employees to speak up
and do not interrupt.
12. A problem is always on opportunity for improvement. Schedule weekly meetings with
employees to determine progress, problems and issues.
13. Network with other professionals outside of work. It takes time, but learning about the
experiences of others will give you a different perspective.

CHAPTER III – INDIVIDUAL BEHAVIOR IN THE ORGANIZATION

Objectives:
 Described the role and enumerate the rights of individuals in an organization;
 Develop a sound behavior climate in an organization;
 Apply how to effectively motivate people; and,
 Train and develop individuals in the organization

Introduction
Fallacies regarding individuals in the Organization:
1. Organizations are systems that suppress their victims, the individual;
2. Individuals live in conformity, stripped of self-esteem in an artificial environment;
3. Individuals are too numb to rebel.

Issues about Conformity

 Conformity is a dependence on the norms of others without independent thinking.

The lack of agreement between expectations and reality lead to conflict and
frustration.
To what does One Conform?

 A person may conform to an organization when there is something that could be

called conformity by which one “abides by” to the requirements of the company.
Such response must involve the norms of others.

There are three (3) major groups to which one may conform:
1. The organization itself
2. The informal work group
3. The external community

Areas of Legitimate Organizational Influence

 If the organization and an individual define the boundaries of legitimate influence

differently, then organizational conflict may develop.

Off-the-Job Conduct – a business organization uses its power to regulate employee activities
off the job.
Rights of Privacy
The organizational invasion of a person’s private life and unauthorized release of
confidential information about a person, is referred to as rights of privacy.

Business activities that may involve employee’s right of privacy are:

1. Lie detector 6. Treatment of drug abuse
2. Personality test 7. Surveillance devices
3. Encounter groups 8. Computer data banks
4. Medical examination 9. Confidential records
5. Treatment of alcoholism

People believe that their religious, political, and social beliefs should not be subject to
surveillance or analysis. However, there are exceptions such as when one is being employed by
a church or a political party. The same holds true in private homes. When job involvement is
clearly proven, exceptions may be permitted with certain reservations.

Policy Guidelines on Privacy

 Guidelines enable management to establish uniform practices and make it easier to
handle unusual situations that may take place.

1. Relevance – only necessary and useful data should be recorded and retained. Obsolete
information should be discarded or removed periodically.
2. Notice – there should be no personal data system that is unknown to an employee.
Personal data systems must be disclosed.
3. Fiduciary duty – the custodian of information is responsible for its security.
4. Confidentiality – information should be given only to those who are entitled and to those
only with the employee’s permission.
5. Protection of the Psyche – the employee’s inner self should not be invaded or exposed
except with prior consent and for justifiable and compelling reasons.

Surveillance Devices

 Protection of the psyche means that except for compelling reasons, surveillance of
private places such as lockers, rooms or secret surveillance unknown to a person
should not be allowed. But when there is a compelling reason to do so, it is not
considered to be an undue infringement of privacy.

Polygraph

 The polygraph (lie detector) is an instrument that tends to invade privacy.

o When a person tells a significant lie, science has proven that the conscience
usually causes physiological changes. The polygraph is used by
organizations primarily to control theft, in a way to protect employees.

Psychological Stress Evaluator

 Is another type of lie detector that analyzes changes in the voice patterns to
determine whether a lie is being told.
o The test takes one’s own conscience to provide the evidence by showing
stress when a lie is told.

Treatment of Alcoholism

 Alcoholism results in absenteeism, poor work, lost productivity, and other related
costs.
o On account of the minor medical and job problems that they present,
employees need to develop policies and program to deal with alcoholism
without encroaching on the rights to privacy.
o At times, the job environment or the employee’s personal habits and
problems contribute to an employee’s becoming an alcoholic.

Justifications of Company Programs

 A number of executives believe that firms play a very important role in helping
alcoholics control or break their vicious habit. Among the reasons given in this regard
are:
1. The firm and the employee already have a working relationship on which they
can build;
 2. That any success with the employee will save both a valuable person for the
company and a valuable citizen for society;
3. That the job appears to be the best environment for helping an alcoholic retain a
self-image as a useful person in society.

 Employers treat alcoholism as an illness. Focus is made on the job behavior caused
by it and provides both medical help and psychological support, for alcoholics.

Drug Abuse

 Drug abuse such as heroin or marijuana, may cause severe problems for both
employers and other employees.
o Drug addicts generally resort to stealing company property and sell them to
support their drug habit.
o Company program for treating drug abuse other than alcohol usually follows
a pattern that is controlled more strictly because users generally indulge in
criminal behavior on the job.

DEVELOPING A SOUND BEHAVIORAL CLIMATE

Behavioral Climate

 The working climate that people experience in an organization arises from the
combined effects of the organization’s culture, traditions, and management methods
or course of action.
o Every employee joins an organization with the hope that it will enable him to
realize his economic, social, and psychological needs and wants.

The Incremental Nature of Human Values

 Economic values are objective and have to do with the allocation of scarce
resources, whereas human values are incremental. Human values are generated
internally in an individual, and are non-objective in nature.
o Fulfillment, dignity, and sound human relations are human values that are
incremental.

Formal and Informal Organization

Leadership in an enterprise plays an important role in the implementation of philosophies,

vision, mission and goals, through both the formal and informal organizations.

The formal organization’s main instruments and objectives are interpreted and made
operational are its organizational plans, policies, structure, system and procedures. The
informal organization arises from social interaction that evolves spontaneously as people get
together.

 The emphasis in an informal organization is on people and relationships, whereas

formal organization emphasizes positions, in terms of authority. Job responsibilities
and accountabilities.

Control System

 Controls are instituted to secure performance as planned. Subordinates are

expected to devote their attention to what their superior and others in authority are
interested in and which they chck from time to time.
 Institutions influence their constituents by means of a control system which is
reflected by the interrelationships of the formal organization, the informal
organization and the social environment.
 To give emphasis on human values which are desired. Controls are necessary.

The Social System

 To bring about a specific motivation for a person at a certain time, the system of
controls in an organization interacts with a person’s attitudes and with situational
factors.
 Motivation is affected by a change in controls, attitudes or situations. The interaction
of controls, attitudes and the situation operating in harmony in the social system
determines motivation.
  Productive motivation is an outcome of the effective interaction of the relation factors.
It develops a two-way human relation among executives and subordinates that ends
up in mutual benefits.

Theories of Organizational Behavior

 Guides management development and their interpretations of the events they

encounter. The theories of organizational behavior that have been recognized lately
are the autocratic theory, the custodial theory and supportive theory.

The Autocratic Theory

o Management’s orientation in an autocratic environment is formal official
authority. The authority over the people to whom such authority applies is
delegated by right of command. Management does the thinking and the
decision-making and the employees merely obey orders.

Custodial Theory
o Progressive employers believe that there ought to be some way to develop
employee satisfaction and adjustment during their incumbency.
 If the insecurities, frustrations and dissatisfaction of employees could
be reduced or avoided, they would be more productive.
o Morale which develops from the custodial theory results in employee
satisfaction.

The Supportive Theory

o Rensis Likert referred to the supportive theory of organizational behavior as
the “principle of supportive relationships”.
o The morale measure of the supportive theory is motivation, which is different
from the satisfaction emphasized by the custodial theory, in which the leader
is supportive of his employees. Such support motivates the employees.

CHARACTERISTICS OF ACHIEVERS

 McClelland defines a high need for achievement as a self-motivation to high levels of

accomplishment. People who are high in achievement also like to solve problems,
they tend not to be traditionalist.

Characteristics of High Achievers

 Self-motivated, self-directed
 Goal oriented
 Set challenging but realistic goals
 Goal is accomplishment or challenge itself
 Assume personal responsibility for problem solving
 Calculate risks
 Set moderate objectives
 Sequence tasks in relation to goals
 Prioritize tasks to attain goals
 Want frequent feedback on results
 Evaluate by monitoring results and establishing check points
 Non-traditional
 Independent at earlier age

The Six Primary Motives identified by McClelland’s work (

o Achievement: Characterized by concern for excellence, competition with the
standards of excellence set by others or by oneself, the setting of challenging
goals for oneself, awareness of the hurdles in the way of achieving those
goals, and persistence in trying alternative paths to one’s goals.
o Affiliation: Characterized by a concern for establishing and maintaining
close personal relationships; a value on friendship, and a tendency to
express one’s emotions.
o Influence: Characterized by concern with making an impact on others, a
desire to make people do what one thinks is right, and an urge to change
matters and (develop) people.
o Control: Characterized by a concern for orderliness, a desire to be and stay
informed, and an urge to monitor and take corrective action when needed.
 o Extension: Characterized by concern for others, interest in subordinate
goals, and an urge to be relevant and useful to larger groups, including
society.
o Dependence: Characterized by a desire for the help of others in one’s own
self-development, checking with significant others (those who are more
knowledgeable or have higher status, experts, close associates, etc.,
submitting ideas or proposals for approval, and having an urge to maintain an
“approval” relationship.

Motives Approach (hope Avoidance (fear of)

of)
Achievement Success Failure
Affiliation Inclusion Exclusion
Influence Concern Rejection
Extension Relevance Impotence
Control Order Chaos
Dependence Growth Loneliness

THE HUMAN SIDE OF ENTERPRISE

Conformity

The individual and the organization enter into a social transaction in which both parties derive
mutual benefits. Individuals achieve their goals through and with the assistance of organizations
just as organizations employ individuals to attain their objectives.

Whyte stated that “a new social ethics had developed to rationalize he organization’s demands
for whole-hearted dedication and loyalty”. He explained that SOCIAL ETHICS is a
“contemporary body of thoughts which makes orally legitimate the pressures of society against
the individual”.

 Two propositions that he claims social ethics upholds are:

1. A belief in “belongingness” as the ultimate need of the individual, and
2. A belief in the application to achieve the “belongingness”.

Chris Argyris explained the conflict between man and organization. He believes that there exists
incompatibility between the needs of employees and formal organizations and that employees
desire independence while organizations want dependence.

 Such conflict of interest brings about frustration, sense of failure and loss of self-
esteem.

Conformity In Organizations

 Implied in the organization-man theory is that man is required to conform to the

organization rather than the organization conforming to the individual. Conformity
presuppose dependence on the norms established by others without independent
thinking.

Organizational Influence

 Through its policies, systems, procedures and rules, organizations resort to

conformity in order to achieve coordinated action in realizing their objectives.
Conformity may either be of action or of thought.
 If conformity is of action, it may be on the job or off the job. By means of educational
programs, hobby groups and communications, the organization can influence the
conformity of its personnel.

Right to Privacy

 Privacy refers to the employee’s thoughts, opinions, and motives, to his private
psyche more than his private activities. Religious, political and social beliefs are part
of the employee’s inner self and should, therefore, not be subject to analysis as a
requirement for getting or keeping a job, unless the persons’s attitudes adversely
affect his job performance.
People’s Complex Needs

 Abraham H. Maslow presented a hierarchy of needs in an attempt to understand and

account for human behavior, as follows:
o Physiological needs
o Safety/security needs
o Belongingness and love needs
o Esteem, cognitive; aesthetic; self-actualization needs
o Self-transcendence needs

 Man faced with an unending chain of needs throughout life. He continuously strives
or work to satisfy his needs.
o Primary needs of man are: food, clothing and shelter and further needs rest,
exercise and protection from the elements to which he gives priority in
attaining satisfaction.

 Over and above the social needs are the ego needs which are of greater significance
to management, after lower needs are reasonably satisfied. Ego needs are of two
kinds, namely:
1. Those needs related to one’s self-esteem, self-respect and self-confidence, for
autonomy, for achievement, for competence, and for knowledge.
2. Those needs that related to one’s reputation, i.e., needs for status, for
recognition, for appreciation, for the deserved respect of others.

Theory X and Theory Y

Douglas McGregor was one of the great advocates of Human Relations approach with his
Theory X and Theory . Douglas McGregor advanced Theory and Theory Y in connection with
organizational behavior. He claims that most management actions flow firectly from whatever
theory of human behavior managers hold.

Theory X implies the exercise of an autocratic form of management. His assumptions about
employees under Theory X and Theory Y are as follows:

Theory X
1. The typical person dislikes work and will avoid it if possible.
2. The typical persons lacks responsibility, has little ambition, and seeks security above
all.
3. Most people must be coerced, controlled, and threatened with punishment to get
them to work.
 With these assumptions, management’s role is to coerce and control employees.

On the other hand, Theory Y views people, in relation to work as follows:

1. Work is as natural as play or rest.
2. People are not inherently lazy. They have become that way as a result of
experience.
3. People will exercise self-direction and self-control in the service of objectives to
which they are committed.
4. People have potentials. Under proper conditions, they learn to accept and seek
responsibility. They have imagination, ingenuity, and creativity that can be applied to
work.

 With the above assumptions, management’s role is to develop the potential in

employees and help them release that potential toward common objectives.
 The attitude assumed by Theory X is negative, manifesting immaturity and distrust,
while that of Theory Y is positive, manifesting one of trust and maturity.

Coaching Guidelines formulated by Paul Mali are useful in eliminating Theory X and in
increasing individual potential to attain maximum performance:

1. A supervisor must have daily face-to-face, two-way intereaction with his subordinates on
work progress and individual growth.
2. A supervisor must use good timing in offering correction and suggesting improvement in
performance.
3. A supervisor must not excessively criticize or discipline so that a subordinate is fearful of
moving ahead.
 4. A supervisor must recognize the expenditure of effort that yields good results for the
firm.
5. A supervisor must set up and control the situation to allow a subordinate to perform.
6. A supervisor will limit his coaching aims to a specific few, but important areas needing
change or improvement.
7. A supervisor must confine his coaching to the work and the subordinate’s ability to
accomplish it.
8. A supervisor must make subordinates feel responsible and accountable for bringing
work to a successful end.
9. A supervisor must show a keen and sincere personal interest in a subordinate to help
him with his difficulties.
10. A supervisor must allow a subordinate to express his individuality in his work by letting
him work on his own.

The Operational Environment Required for Theory Z (William G. Ouchi)

Motivation and innovation hinges on the existence of a certain organizational climate, which
consists of the following key concepts:

1. There must be a stress on high productive norms.

2. Careful selection is paramount for success. This calls for a continuous follow-up of every
move of the individual within the organization as would expose him to all aspects of firm
life which will benefit and enhance the employee’s development and contribution.
3. Specialization opportunities – after a careful selections has placed the individual in his
proper place and status, placement should not preclude the possibility or desirability of
moving people into other areas as they rise within the corporate structure.
4. Maslow’s eight level of needs must be satisfied.
5. Mutual trust must exist throughout the firm. Back-biting and “politicking” must be
eliminated or minimized.
6. Identification with the job, project and the firm must be possible for the individual.
7. Interaction of ideas and concepts with his peers and supervisors must make it possible
for the individual to fully explore and develop his potentials.
8. The opportunity for the individual to undertake “tough”. Assignments that “stretch and
challenge” should present the potential for success or failure and the corresponding
rewards.
9. Recognition is essential to fulfill both the ego satisfaction and self-actualization principles
put forth by Maslow.
10. Opportunity to develop – opportunities for the employee to develop his talents and
potentials.
11. Success – there must be security for the individual to stretch and “reach for the stars”,
with security from failure, meaning without elimination from the firm.

The Theory Z Organization

 The Theory organization will have as its foundation the following:

1. The spirit of inquiry
2. Achievement
3. Inner direction
4. Motivational drives of a new form:
a. The desire for autonomy by the individual
b. The desire for creative tasks for the individual to perform
c. Real motivation is the product of self-direction

Principles that would evolve or develop through Theory Z. Approaches by W. Ouchi:

1. Growth of Professionalism.
2. Higher level of education
3. Full communication will be absolutely necessary as a result of higher levels of education.
4. Project organization will become the rule rather than the exception for the organizational
structure.
5. The matrix organization structure will be found to best fit the conditions and situations,
the company being project-oriented rather than task-oriented.
6. Tasks will become increasingly complex.

EMPLOYING THE WHOLE MAN

Peter Drucker, in his book “Employing the whole man”. (1982) stated that a company cannot
just hire “a hand”; an entire human being always comes with the hands.
  This means that the firm also hires the values, attitudes, and other personal
attributes the worker brings to the workplace.
 According to Drucker, “The human resource., is, of all resources… the most
productive, the most versatile, the most resourceful.”

TRAINING AND DEVELOPING INDIVIDUALS IN THE ORGANIZATION

Seven (7) Ways of Training and Developing individuals in the organization, according to
M.L. Jucutan as follows:
1. Management must have clear vision, mission, objectives, and strategies for the
individuals to follow in order to attain success.
2. Management must initiate tactical plans and processes that can be easily understood by
individuals in the organization.
3. There are personal factors that can contribute to gaining power from individuals. These
are simple things such as liking you for your wit, friendliness, good looks, and being well-
dressed.
4. When you are truthful and honest with your personnel, even with regards criticism that is
given in an openly caring manner, your subordinates will respect your desire for telling
the truth, even if it involves a painful process.
5. Managers should sincerely want their personnel to succeed and grow. It would help to
monitor their growth and development, and share feedback that they can work on to
improve themselves.
6. Make it clear to everyone that you have an open-door policy as far as your office is
concerned.
7. Managers may become mentors.

CHAPTER IV

MOTIVATION

Objectives:
 Know the importance of motivation
 Name the factors to consider and the objectives of the performance appraisal;
 Explain the uses of the various economic incentive systems;
 Determine how to effectively motivate people; and,
 Use morale information to best advantage.

Introduction
A person brings to his job certain psychological needs which, in his environment, are
translated into wants. Management must therefore strive to provide its workers with a
working climate that would motivate its worker to serve both the company as well as
their individual needs.

The meaning of motivation

Motivation – comes from the Latin word “movere” which means “to move”
According to Nelson and Quick, motivation is the process of arousing and sustaining goal-
directed behavior. This requires understanding the individual, the job and the work environment,
and how each of these elements interacts.

Motivation is having the encouragement, desire and will to do something. The success of a
team, group, department or organization depends on leaders who can motivate their employees
into effective action.

Ways to motivate individuals.

According to Felix M. Lao, Jr. There are ways to motivate individuals in the organization
and these are:

1. Allow individuals to express their thoughts and ideas freely

The managers should encourage the individuals to make decisions on how to improve
their work.
2. Establish “S.M.A.R.T.” goals
Specific, Measurable, Attainable, Relevant and Time-Based

Goal-setting is one of the most influential theories of motivation. In order to motivate employees,
goals should be SMART (specific, measurable, aggressive, realistic, and time-bound). SMART
goals motivate employees because they energize behavior, give it direction, provide a
challenge, force employees to think outside the box, and devise new and novel methods of
performing. Goals are more effective in motivating employees when employees receive
feedback on their accomplishments, have the ability to perform, and are committed to goals.
Poorly derived goals have the downsides of hampering learning, preventing adaptability,
causing a single-minded pursuit of goals at the exclusion of other activities, and encouraging
unethical behavior. Companies tie individual goals to company goals using management by
objectives. Employees should have the skills, knowledge, and abilities to reach their goals. In
fact, when employees are lacking the necessary abilities, setting specific outcome goals has
been shown to lead to lower levels of performance.

3. Treat individuals with dignity and respect

Dignity in care, therefore, means the kind of care, in any setting, which supports and
promotes, and does not undermine, a person's self-respect regardless of any difference. Or, as
one person receiving care put it more briefly, 'Being treated like I was somebody.
 Listen to his concerns.
 Ask for his opinions and let him know they are important to you.
 Involve him in as many decisions as possible.
 Include him in the conversation. Don’t talk about him as though he’s not there.
 Speak to him as an adult, even if you’re not sure how much he understands.

4. Create a Positive Working Climate

A positive work environment is not only important for your employees’ physical, mental
and emotional health, but is also important for the product or service your company produces.
The better employees feel at work, the more likely it is that they will take pride in their work
functions and be loyal toward their place of employment. A positive work environment can lead
to lower employee turnover, reduced training costs, and a better bottom line for your business.

If people are physically, mentally or emotionally uncomfortable in the office, they're unlikely to
be successful or satisfied with their jobs. Here are four ways you can improve your work
environment and, in turn, employee engagement. Smart businesses know that a good work
environment starts with hiring the right people. "Make sure you're hiring people who are
professional, can work in a team and can contribute to a positive work environment,"

5. Give Reward
Rewards maybe in the form of bonuses or profit sharing and promotions. Be sure that
you distribute cash reward fairly among the individuals. People always like to be appreciated for
work well done. Feeling value in the workplace, in front of their pears, is a morale and self-
esteem booster. All individual need recognition for a good performance. Be sure you recognize
achievers in the organization. Identify individual who are doing right rather than wrong. Find a
reason to celebrate even a small victories or little achievement to make individuals happy and
satisfied.

6. Continuous communication

Hold regular meetings to share information and goals of upper management, to explain
why certain decisions are being made, to impart new policies and their importance, as well as
gain ideas for improvement. Finally, organize quality circles for individuals to discuss and find
solutions to pressing problems, issues and concerns.

7. Allow individuals to be what they’re capable of doing

 Some leaders drain all the intelligence and capability out of their teams. Because they
need to be the smartest, most capable person in the room, these managers often shut down the
smarts of others, ultimately stifling the flow of ideas. You know these people, because you’ve
worked for and with them.
Be proactive in addressing and responding to the needs and wants, interest and
expectations of the individual towards building a long-term and mutually win-win relationship.

Maslow's Hierarchy of Needs

Maslow's hierarchy of needs is a theory in psychology proposed by Abraham

Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow
subsequently extended the idea to include his observations of humans' innate curiosity. His
theories parallel many other theories of human developmental psychology, some of which focus
on describing the stages of growth in humans. Maslow used the terms "physiological", "safety",
"belonging" and "love", "esteem", "self-actualization", and "self-transcendence" to describe the
pattern that human motivations generally move through. The goal of Maslow's Theory is to
attain the sixth level of stage: self-transcendent needs.[3]
Maslow studied what he called exemplary people such as Albert Einstein, Jane
Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people,
writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a
cripple psychology and a cripple philosophy."[4]:236 Maslow studied the healthiest 1% of the
college student population.[5]
Maslow's theory was fully expressed in his 1954 book Motivation and Personality.[4] The
hierarchy remains a very popular framework in sociology research, management
training and secondary and higher psychology instruction.
Maslow's hierarchy of needs is a description of the needs that motivate human behavior.
In 1943, Abraham Maslow proposed five different kinds of human needs, beginning with the
most basic: survival. Physiological needs, such as food and shelter, are followed
by needs related to safety.
Maslow's Hierarchy of Needs. Motivation theory which suggests five interdependent
levels of basic human needs (motivators) that must be satisfied in a strict sequence starting with
the lowest level.

“Self-actualization” represents a concept derived from Humanistic psychological theory

and, specifically, from the theory created by Abraham Maslow. Self-actualization, according
to Maslow, represents growth of an individual toward fulfilment of the highest needs; those for
meaning in life, in particular.

This produces the drive and desire which motivates us to satisfy that need. Satisfying
this need, or getting the thing we want or lack is the goal. Maslow's hierarchy of needs is a
theory in psychology proposed by the American psychologist Abraham Maslow in his 1943
paper “A Theory of Human Motivation”.

Self-actualized people are those who were fulfilled and doing all they were capable of.
The growth of self-actualization (Maslow, 1962) refers to the need for personal growth and
 discovery that is present throughout a person's life. For Maslow, a person is always 'becoming'
and never remains static in these terms.

Physiological Needs are the foundation of Maslow's hierarchy of needs and include
survival needs such as the need for sleep, food, air, and reproduction. Physiological needs are
the requirements we all need individually for human survival.

The 5 Needs: Love and Belonging. ... The need for love and belonging includes the
range of intimacy between/among people and encompasses caring, compassion, empathy, a
sense of having a place in the world, being part of a community, feeling accepted and approved
of versus rejection and disapproval, attention, and affection

Let's take a further look at the fourth stage of Maslow's hierarchy of needs, the
esteem stage. Esteem needs refer to the need for respect, self-esteem, and self-
confidence. Esteem needs are the basis for the human desire we all have to be accepted and
valued by others.

Safety needs in Maslow's hierarchy refer to the need for security and protection. When
we have our physiological needs for food and water met, our safety needs dominate our
behavior. These needs have to do with our natural desire for a predictable, orderly world that is
somewhat within our control.

The first two levels of need are considered basic needs, which are based on the need for
survival and safety. The third stage in Maslow's hierarchy of needs is the social stage (also
known as the love and belonging stage), which includes interpersonal relationships.

NEED PRIORITY AT WORK

Assess value. Next, look at your important work and identify what carries the highest
value to your business and organization. As a general practice, you want to recognize exactly
which types of tasks have top priority over the others.

Organize your workload.

1. Organize your workload. The best approach in determining a priority over a non–priority is
organization. ...
2. Create a daily to–do list. ...
3. Set deadlines. ...
4. Delegate, delegate, delegate. ...
5. Don't be afraid to ask for help.

EMPLOYEE’S WANTS AND NEEDS

Employees hate to feel as if they are excluded from the information that they need to
understand and support their organization's mission, vision, and goals. ... Their employees
need to make good decisions based on good information to act in the best interests of the
business.

HERZBERG TWO-FACTORY THEORY

In the Herberz study there are six (6) motivation factors included: they were
achievements, recognition, advancement of work itself, possibility of growth and responsibility.
The ten maintenance factors included are: company policy and administration, technical
supervision, interpersonal relation with supervisor, interpersonal relation with peers,
interpersonal relation with subordinates, salary, job security, personal file, working conditions
and status.

Achievement and responsibility, which are motivational factors, generally related to job
itself, the employees performance on it, in the recognition and growth which he obtain from it.
Motivators are related to job content and are in many instances job centered.
 To the environment, external to be job, maintenance factors are mostly related.
Company policies and working conditions with interpersonal relation with others, are
encompassed by the said environment. Maintenance factors related to job context and are
mostly environment centered.

An employee is primarily motivated strongly by what he does for himself. He is strongly

motivated when he handles responsibility well or gains recognition by way of his own behavior.
Management is primarily responsible providing in the environment to create satisfying
environment for the employees.

Intrinsic and extrinsic motivators- intrinsic motivators are directly motivation to perform
the work because the act of performance is in itself rewarding. Extrinsic motivators, on the other
hand, are those which take place after work or away from work, in which provides no direct
satisfaction at the time the work is done.

Job Enrichment

“Job enrichment” has to do with providing improvements in terms of motivators. Job

enrichment is intended to keep the maintenance factors steady or higher while increasing
motivational factors. Job enrichment is in away different from job enlargement in the former sex
to bring more motivators to the job by offering the employee of more responsibility, more
intrinsically satisfying work function and more power over his environment. In job enlargement,
the job is made more complex and wider in scope in order to make full use of each employee’s
intellect and skills.

4.6 H.VROOM’S MOTIVATIONAL MODEL: EXPECTANCY, INSTRUMENTALITY AND

VALENCE

H. Vroom’s motivational model explains that a person’s motivation toward an action at a

particular time is determined by the anticipated values of positive and negative outcomes.

VALENCE - is the anticipated value and is defined as the strength of a person’s preference for
one outcome in relation to others.

PERCIEVED PROBABILITY - referred to as “EXPECTANCY” is defined as the strength of

belief that a particular act will be followed by a particular outcome. Motivation is the strength of a
drive toward an action.

Motivational relationship is expressed as follows:

Valence*Expectancy= Motivation

Following the above model, in order to motivate a person to work, two things can be done:

First, the positive value of the outcomes through better communication can be stressed and
increased by increasing rewards.

Example: Giving bonuses to the employees.

Second, by increasing the employee’s expectancy that the work will really lead him to the
desired outcome, that is by strengthening the connection between the work and the outcome.
This can be attained through improved communication or by increasing the actual probabilities
of the outcome.

Example: Promotion

4.7 Acquired needs: Thematic Apperception Test (tat)

Achievers seek to excel and appreciate frequent recognition of how well they are doing. They
will avoid how risk activities that have no chance of gain. They also will avoid high risks where is
a significant chance failure.

Affiliation seekers look for harmonious relationships with other people. They will thus tend to
conform and shy away from standing out. They seek approval rather than recognition.
Power seekers want power either to control either to control other people (for their own goals).
They seek neither recognition approval from others –only agreement and compliance.

Identifying preferences

A common way of discovering our tendencies towards these is with a Thematic Apperception
Test (TAT), which is a set of black and white pictures on cards, each showing an emotionally
powerful situation. The person is presented with one card at a time and asked to make up a
story about each situation. McClelland used TAT as a tool to measure the individual needs of
different people. People with different needs are motivated differently.

 High need for achievement –High achievers should be given challenging projects with
reachable goals. They should be provided frequent feedback. While money is not
important motivator, it is an effective form of feedback.
 High need for affiliation – Employees with a high affiliation need to perform best in a
cooperative environment.
 High need for affiliation –Management should provide power seekers the opportunity to
manage others.

4.8 Morale Information and Its use

Morale is usually defined as “the attitude of individual and groups toward their work environment
and toward voluntary cooperation to the full extent of their ability in the best interests of the
organization.

The Nature of Morale

Morale refers to the attitude of either a person or a group. It requires a high degree of attention,
diagnosis and treatment, at all times. Job morale can be evaluated in terms of an employee’s
general emotional feelings, arising from both on-the-job level of satisfaction. Management must,
therefore, determine how important each individual. Morale is dynamic in the sense that it has to
be maintained at a high level at all times.

Morale and Productivity

Generally, high morale and high productivity go together although in certain instances, it is
possible to achieve high productivity with low morale. However, in a free society extremes of
this condition cannot be maintained on a long-run basis. People tend to resist that which brings
them dissatisfaction and obstructs fulfilment.

Relation of Morale variables to other Variables

A positive correlation between age and general morale on job satisfaction has been found to
exist. Workers become more satisfied with their jobs as they become older, possibly because of
their increasing ability to adapt as a results in higher productivity.

Obtaining Morale Information

The usual method of obtaining morale information is through morale opinion or attitude survey.
Attitude survey is applied primarily to studies which are scaled according to some set of values.
On the other, an opinion survey simply counts and classifies responses. The attitude survey
assigns scores to the responses and mathematically analyses them.

Managers of large organization find it difficult to learn how employees feel merely through
observations. Information obtained about employees regard management and simultaneously
obtain information pertaining to the employees.

A morale survey is considered as the most comprehensive type of morale study. The benefits
gained there from are:

1) It gives managements a picture of the general level of morale in the company. It reveals
how employees feel about their jobs; what portion of their jobs these feelings are drawn
from; where these feelings are in terms of departments involved, and where those
feelings are related to, such as foremen, employees and other personnel.
 2) Communication flows in all directions. Upward communication becomes fruitful when
employees are encouraged to comment –by either interview or questionnaire –about
what is it in their mind.
3) The resulting improves the attitude arising from the emotional release by having things
get off one’s chest.
4) The morale survey is one way of determining the training needs of supervisors because
employees are given the opportunity to report how well they feel their supervisors
perform their jobs.

Objections to Morale Surveys

Another criticism is that morale surveys are costly. It is further claimed that the survey does not
give full information on why employees feel the way they do or how to correct their
dissatisfaction. However, morale surveys are worthwhile instruments in diagnosing and
understanding the level of morale in an organization.

Types of Morale

1) Objective Surveys
2) Descriptive surveys
3) Projective Surveys

Existing Morale Indicators –Morale indicators available in an organization include the

following:

1) Labor turnover
2) Productivity
3) Waste and scrap
4) Quality records
5) Absenteeism and tardiness
6) Reports of counseling, insurance and similar services
7) Grievances
8) Exit interviews
9) Accident reports
10) Medical records
11) Suggestions
12) Training record

APPRAISING AND REWARDING PERFORMANCE

Factors for judging performance –The performance of an employee on the job is judged in
terms of the following factors:

1) a) What must be done?

2) b) How should the job be undertaken?
3) c) How well should it be accomplished?
4) d) What has he accomplished?
5) e) Company’s objectives?

Objectives of Performance Appraisal

An employee performing rating system aims to:

1) Provide feedback on employee performance.

2) Serve as a basis for personnel action.
3) Serve as management’s guide in employee counseling and discipline.
4) For the improvement of employee relations.
5) Improves supervision by making the superior better conscious of his duties in
supervising subordinate.
6) Development of the supervisors
7) As a basis for changes.
 8) To identify training needs and areas of management development.

Needs to evaluate performance of employees

1) How they are performing

2) What is expected of them
3) How well they are meeting those expectations;
4) How they can improve, and
5) How their superiors gauge their performance.

Methods used in appraising performance

Among the types of merit rating plans widely used are the following:

1) Rank order method

2) Paired Comparison
3) Forces Distribution System
4) Graphic rating scale
5) Preference Checklist method
6) Management by objectives (MB) or results oriented method

CHAPTER V

LEADERSHIP AND ITS CHANGING DEVELOPMENT IN ORGANIZATION

Leadership

Leadership calls for the ability of one to unite people for them to collectively attain
organization objectives.

Leadership is defined by Keith Davis as the ability to persuade others to seek defined
objectives enthusiastically.

LEADERSHIP SHOULD BE DISTINGUISH FORM MANAGEMENT

 LEADERSHIP - Deals with influence.

 MANAGEMENT - Involves planning, organizing, directing and controlling.

Leadership plays important role in management.

 Through leadership good and better employees, products and services are produce
thereby benefiting members of society in general.

TASK AND PSYCHOLOGICAL SUPPORT

Leaders provide both task and psychological support for their followers.

ROLE MODELING

Supervisors supervise as they themselves are subject to supervision.

LEADERSHIP STYLES

1. AUTOCRATIC LEADERSHIP is Characterized by centralizing power and decision-

making in the leader.

ADVANTAGES
o Provides strong motivation and reward for the leader
o Results in quick decision
o Less competent employees can be employed to carry out orders.

DISADVANTAGES
o Frustration, dissatisfaction, fear and conflict develop easily.
 o Employees feel that they produce on account of pressures rather than being
spurred by motivations.
o Creativity of employees is stifled.

2. PARTICIPATIVE LEADERSHIP
Characterized by decentralization.
Decision arise from consultation and participation with followers.

3. FREE-REIGN LEADERSHIP
Generally, avoids power and responsibility leaving the group to establish their
own goals and work out solutions to their problems.

LEADERSHIP STYLES WITH EMPLOYEES

1. EMPLOYEE ORIENTED
- Concerned with human need of his employees and try to build teamwork and help
employees solve their problems.
- Secure better performance and job satisfaction among employees.

2. STRUCTURED OR TASK ORIENTED

- Get results by keeping their personnel busy, thereby realizing greater productivity.

TRAIT APPROACH
The basic premise behind trait theory was that effective leaders are born, not made.
Leadership trait research examined the physical, mental, and social characteristics.

Physical- height
Mental- intelligence
Social characteristics- personality attributes.

Four Theories Related To Leadership Behavior.

1. Ohio State University Studies
2. The University of Michigan Studies
3. The Yuki Studies
4. The Managerial Grid

OHIO STATE STUDIES

- Behavior exhibited by leaders are more important than their physical, mental, and
emotional traits.

LBDQ - a questionnaire was administered in both industrial and military.

Two Dimensions of Leadership Behavior

1. Initiating Structure – sometimes called task-oriented behavior, involves planning,

organizing, and coordinating the work of subordinates.
2. Consideration – showing concerns, being supportive, recognizing subordinates’
accomplishments, and providing for subordinates’ welfare.

The Michigan State Studies

Study is focused how to determine the principles and methods of leadership that led to
productivity and job satisfaction.

Two General Leadership Behavior or Orientations: Employee Orientation & Production

Orientation

Employee Orientation – showed genuine concern for interpersonal relations.

Production Orientation - focused on the task or technical aspects of the job

MANAGERIAL GRID
Developed by Robert Blake and Jane Mouton. Combines “concern for production” with “concern
for people” and presents five alternative behavioral leadership.

FIVE ALTERNATIVE BEHAVIORAL STYLE OF LEADERSHIP

1. Impoverish Management
- Emphasized neither concern for production nor a concern for people.
2. Country-club manager
 - Emphasized concern for people and a little emphasis on production.
3. Task Manager
- Emphasized a concern for production but a little attention to the subordinates
4. Middle-of-road manager
- Balance concern for production and for people
5. Team management
- Was able to simultaneously exhibit a high concern for production and people

THE CONTINGENCY MODEL OF LEADERSHIP

- Propose that the organizational or work group context affects the extent to which given
leader traits and behaviors will be effective.

FIEDLER’S CONTINGENCY THEORY

- First to specify how situational factors interact with leader traits and behavior to influence
leadership effectiveness.
- Suggest that the “favorability” of the situation determines the effectiveness of task and
person-oriented leader behavior.
-

FAVORABILITY IS DETERMINE BY:

- Trust and respect for leaders
- Extent to which subordinates’ responsibilities can be structured and performance
measured.
- Control of leader over subordinates’ reward

TASK STRUCTURE
Reflects the degree to which one specific way is required to do a piece of work.
Leader Position Power
Describes the organizational power that goes along with that the leader occupies like the power
to hire or fire as well as to give increase in pay and promotions.
Leaders as Followers

Leaders in organizations are also followers inasmuch as they similarly report to someone else
on top of them. Leader should be a follower

Leadership use of Skills: Technical Skills,

- It pertains to an individual’s knowledge and ability pertaining to certain process and
technique. Skills is distinguishing feature called for by job performance.
Leadership use of Skills: Human Skills,
- The ability to work effectively with others and to bring about teamwork. Human skill is a
major behavioral role played by leaders.
Leadership use of Skills: Conceptual Skill
- The ability to think in terms of models, frameworks and broad relationships such as may
be called for in long-range planning. It requires in higher managerial jobs.
Goal Setting
- Is concerned with the identification of targets, as well as long and short-term objectives,
toward which, performance is directed. Without goals group members will go on in various
directions in confusion.
Three Steps in Goal-Setting: Goal Definition
- Proper goal definition demands that the leader explains the underlying intentions and their
justification.
Three Steps in Goal-Setting: Specific Goals
- It is must be specific, as much as possible, so that employees will have a basis for
assessing what they have achieved and thereby feel a sense of accomplishment when the
goals is reached or realized.

Three Steps In Goal-setting: Feedback About Accomplishment

- The well-defined goals serve as yardstick in measuring the extent of nearness to
established goals.

The VROOM Model

- The Vroom-Yetton-Jago decision-making model was introduced by Victor Vroom and
Philip Yetton in 1973 and revised by vroom and Jago n 1988.
- The theory focuses primarily on the degree of subordinate participation that is appropriate
in different situations.
- Emphasizes the decision-making style of the leader.
The Blanchard (Situational) Model
- The situational leadership theory was introduced in 1969 and revised in 1977 by
Hersey and Blanchard.
- The theory suggests that the key contingency factor affecting leader’s choice of leadership
style is the task-related maturity of the subordinates.

Classifies leader behavior into two broad classes of task-oriented and relationship-oriented.

The Path-Goal Model of Leadership

- The expectancy model states that motivation is a product of valence (the desire to
achieve goal) and expectancy (strength of the belief that specific act will lead to the
desired goal.)
- PATH-GOAL Theory proposes that subordinates’ characteristics of the work environment
determine which leader behaviors will be more effective.

Key Characteristics Of Subordinates

1. Locus control
2. Work experience
3. Ability
4. And the need for affiliation

Important Environmental Characteristics

1. Nature of task
2. The informal authority system
3. Nature of the work group

Different Leader Behaviors

1. Directive leadership
2. Supportive leadership
3. Participative leadership
4. Achievement-oriented leadership

Leaders can establish the path-goal relationship through the following ways:
1. By giving better reward for goal attainment
2. By providing feedback about goal accomplishments;
3. By improving or greasing the path toward the goal by providing a supportive approach to
assist employees attain their goals; and,
4. By providing the needed resources and training; by helping remove barriers along the
way to the goals.

Related to goal setting and path-goal idea is what is referred to as management by objectives.

Styles of Leadership
- Leaders employ certain patterns of action in their relationship with their followers.
- Two or more styles of leadership may be applied by leaders depending upon the
situation and circumstances existing in the organization.
- Leaders may use negative or positive methods of approach.
- Utilization of rewards and economic matters.
- Uses of threats or penalties
- The said types of leadership are reflected in the different models of leadership.

EFFECTIVE SUPERVISION
- Supervisors occupy positions at the lowest management level in organizations, charged
with the responsibility of supervising non-management employees, and therefore should
be leaders in their own right.

THE SUPERVISOR AMONG OTHER THINGS:

- Creates a climate conducive to sound human relationship at the departmental level in
the organization;
- Develops desirable attitudes that motivate employees to perform well on their job;
- Interprets and implements company policies, work specifications, and job orders;
- Trains a new as well as older employees to work efficiently, effectively and safety;
- Counsels and maintains discipline among employees;
- Recommends personnel actions such as promotions, transfers, pay increases and job
separation;
 - Plans and maintain time and work schedules;
- Uses his knowledge of machine and equipment capacities; adjust and improves work
procedures;
- Make sure of securing good quality products and services for which he is responsible;
- Coordinates departmental activities to meet goals economically.

THE SUPERVISOR’S LEADERSHIP ROLE

THE FIVE (5) VIEWS OF THE SUPERVISOR’S JOB ARE AS FOLLOWS:

1.KEY PERSON IN MANAGEMENT

- From the traditional management point of view, supervisors are the key persons in
management. They are key men directing the accomplishment of work and such make
decisions, control work and interpret policies.

2. MIDDLE ROAD SUPERVISOR

- According to the in-tire-middle viewpoint, supervisors are caught between two social forces;
management and labor. Both parties nurse certain expectation from each other.

3. THE MARGINAL SUPERVISOR

- The marginal supervisor finds itself left out of or is at the margin of the principal activities and
of matters that influence the department’s operation. Top management is supported by the
stockholders, members of the management staff as well as by specialists. While the employees
have the support of the labor union and other informal organizations, the supervisors find
nobody in particular to lean upon.

4. AS ANOTHER WORKER
- Some supervisors are also viewed as mere employees in as much as they often have no
authority and devoid of the right to make decisions. They are expected merely to carry out
decisions, perform operation jobs, run errands, communicate and maintain records.

5. THE BEHAVIORAL SPECIALIST

- Supervisors look after human side of operations while the staff handles the job’s technical
aspect’s. A supervisor’s specialty lies in human behavior, because he is called upon to perform
other supervisory jobs.

WHAT SUPERVISORS NEED TO KNOW

In a Purdue study conducted, 89% of the respondents claimed that they lacked at the outset of
their career knowledge of human relations. The other areas deficiency were as follows:

RE DEGREE OF DEFICIENCY

Communication techniques 59%

Personnel procedures and records keeping 40%
Production planning 39%
Methods improvement training 27%
Quality control and inspection know-how 15%
Material handling knowledge 6%

RESPONSIBILTIES OF SUPERVISORS

In a Purdue survey of 4,250 supervisors, the following information regarding the areas of
responsibility that the supervisors assume were noted:

SUPERVISORY FUNCTION PERCENTAGE OF RESPONDENTS VOTES

Employee direction and supervision 91%

Safety 53%
Training 42%
Production machinery surveillance 30%
Quality control and inspection 24%
Labor relations 21%
Cost and financial control 21%
A similar study on the personal activities engaged in by supervisors showed the following:

ACTIVITY PERCENT
Talking 43%
Looking and observing 18%
Handling or manipulating 12%
Writing 7%
Walking 6%
Showing or demonstrating 3%
Listening 2%
Reading 2%
Sitting 1%
Standing 1%
Miscellaneous 5%

DUTIES UNDERTAKEN BY SUPERVISORS AND THINGS THEY DO IN CARRY OUT

MANAGERIAL RESPONSIBILITIES

Those at the higher level of management devote the main thrust of their efforts towards the
following:
- The establishment of policies
- The planning of ways to implement them
- The resolution of policies

PROBLEMS ON WHICH SUPERVISORS SPEND THEIR TIME

Based on the study conducted by Bredrord B. Boyd and Burt K. Soanlan of the University of
Wisconsin.
1. Meeting tight production schedule.
2. Keeping production up to establish efficiency standards.
3. Winning and maintaining the cooperative attitude of employees.

WHY SUPERVISORS FAIL?:

SIX SUPERVISORY PITFALLS.

1) Poor personal relations w/ workers or with order management people ;
2. Individual shortcomings, such as lack of initiative emotional instability;
3) Lack of understanding of the management's point of view ;
4) Unwillingness to spend the necessary time and effort to improve;
5) Lack of skill in planning and organizing work ;
6) Inability to adjust new and changing conditions.

POSITIVE PERSONAL ATTRIBUTES OF AN EFFECTIVE LEADER:

By: Myra L. Jucutan.
1.The leader is seen as a partner
2. The leader is free from any biases and has no favoritism displayed
3.The leader has the patience and the time to listen
4.The leader welcomes personnel to the organization
5.The leader acts as a mentor and coach
6.The leader must be honest and trustworthy
7.The leader must be flexible and compassionate in understanding differences, perspectives,
values and motivation
8.The leader must show that he is determined
9.The leader must be always calm and patient, tolerant and understanding, so that the
10. The leader must always show positive attitude to change. personnel shall be motivated to do
the same.

DEVELOPMENT OF PARTICIPATION
- Participation has excellent potential for drawing cooperation and for building teamwork
Acceptance of change and the development of favorable teamwork that stimulates better
performance result when a high degree of participation is attained.

NATURE OF PARTICIPATION
- Participation is the psychological effect in employees who belongs to the support of the
management.
3 important ideas or features that characterize participation
1) Mental
2) Emotional Involvement.
3) Motivation to contribute and acceptance of responsibility

MENTAL AND EMOTIONAL INVOLVEMENT

- Participation calls for mental and emotional involvement rather than mere muscular activity.
It is psychological rather than physical

MOTIVATION TO CONTRIBUTION
- Participation motivates people to contribute by sharing their initiative and creativity
toward the attainment of the objectives of the organization.

ACCEPTANCE OF RESPONSIBILITY
- Participation encourages the participants to accept responsibility in their group activities

A SHARING PROCESS
- Participation entails a mutual sharing process among managers and employees.

INCREASE IN POWER AND NFLUENCE

- Participation increase the power of both managers and employees.

PREREQUISITES FOR PARTICIPATION

The major prerequisites according to K. Davis are as follows:

1. Adequate time to participate
2. Potential benefits of participation should be comparatively more than the cost it will entail
3. Relevance to employees’ interest
4. Employee’s competence to deal with the subject
5. Mutual ability to communicate
6. No feeling of threat to either party
7. Participation within the area of job freedom

BENEFITS OF PARTICIPATION
Keith Davis listed down the potential benefits of participation as follows:
1. Higher output
2. Better quality of work
3. More suggestions
4. Improved motivation
5. Feeling of acceptance
6. Greater self-esteem
7. Higher job satisfaction
8. Greater cooperation
9. Reduced stress
10. Greater commitment to goals
11. Better acceptance of change
12. Reduced turnover
13. Less absence
14. Better communication

PROGRAMS FOR PARTICIPATION

- Participative management is said to be the practice in an organization, when it employs
a number of programs to develop a general feeling of participation among its employees.

TYPES OF PARTICIPATIVE PROGRAMS ACCORDING TO K. DAVIES

1. CONSULTATIVE MANAGEMENT
means that managers consult with their employees to encourage them to deliberate
upon issues and to contribute their own ideas before decisions are made.

2. DEMOCRATIC MANAGEMENT
In democratic management, management refers a number of major decisions to
employees’ groups for discussion. This type of management is also referred to as the
“group dynamics” approach to participation

3. WORK COMMITTEES
 Work committees, also referred to as “production committees”, are groups organized to
consider job problems. They are usually composed of both workers and managers.

4. SUGGESTION PROGRAMS
Are formal plans designed to encourage individual employees to suggest work
improvements.

5. MIDDLE MANAGEMENT COMITTEES

Are groups formed to improve participation of managers below top management levels.
They are also referred to as multiple management.

POTENTIAL BENEFITS DERIVED FROM MULTIPLE MANAGEMENT

- Develops skills for junior executives
- Trains them for top managements
- Encourages their growth
- Develops a spirit of management cooperation
- Brings new creative ideas to top management
- Encourages careful study of policy issues
- Encourage junior executives to take responsibility
- Broadens junior executive experience
- Improves participation

INDUSTRIAL DEMOCRACY
- The basic philosophy of industrial democracy is to institutionalize the participation of
workers in management, in order to encourage cooperation between labor and
management.

CHAPTER VII

ORGANIZATIONAL CONFLICT

TOPICS:
 DYSFUNCTIONAL NATURE OF ORGANIZATION CONFLICT
 INTEGRATING TECHNOOGY WITH PEOPLE: SOCIAL TECHNOLOGY SYSTEMS
 MANAGING SCIENTIFIC AND PROFESSIONAL EMPLOYEES
 MANAGING EMPLOYEES IN INTERNATIONAL OPERATIONS
 INTERPESONAL APPROACH TO CONFLICT MANAGEMENT
 MANAGING CHANGE
 STRUCTURAL APPROACH TO CONFLICT MANAGEMENT

DYSFUNCTIONAL NATURE OF ORGANIZATIONAL CONFLICT

The formation of employee group is cause by two general sets of conditions:

First—on-the- job differences and similarities cause them to align themselves into groups.
Second—those arising from primarily off-the-job, because they relate to equal employment
opportunity.

EQUAL EMPLOYMENT OPPORTUNITY AND THE LAW — Equal employment opportunity

(EEO) pertains to the provision of equal opportunities to secure jobs and to earn in them,
regardless of conditions unrelated to the job performance.
Discrimination is prohibited with regard to:
1. Securing employment
2. Terms and condition of work after employment
Employers — given the right to reward outstanding performers and penalize those whose
performance is inadequate.

SOCIAL BENEFITS OF EEO

The potential social benefits derived from EEO are the following:
 1. Equal access to jobs
2. Reinforcement of social objectives
3. Better use of labor force
4. Higher family earnings
5. Higher national output
6. Better self-image for citizens
7. More useful contributors to society

THE CIVIL RIGTHS ACT

The Civil Rights Act—requires employers, labor unions and employment agencies to
treat all people alike without regard to race, color, religion, nationality, sex or age in all phase of
employment.

OTHER LEGISLATION
Equal pay for equal works regardless of one’s sex is likewise required by law. Practices
that give men and women different pay for the same or substantially similar work are prohibited.
The Vocational Rehabilitation Act—gives handicapped individuals EEO. It applies both to
government as an employer and to government contractors.
The Pregnancy Discrimination Act—which provides EEO to those able to work during
pregnancy.

REVERSE DISCRIMINATION
Affirmative action at times leads to reverse discrimination, that is there takes place an
opposite discrimination against those not included in the affirmative action program.

BASIC REQUIREMENTS FOR EEO PROGRAM

An effective EEO program demands a number of basic requirements as follows: it should:

1. Develop a positive approach
2. Ensure top management support
3. Assign responsibility for applying the program
4. Gather data to identify problem areas
5. Identify and develop people and protective group who have potentials for promotion
6. Develop recruitment activities that reach protected groups as well as others
7. Communicate to maintain awareness of the program
8. Build supervisory support for the program
9. Appraise and follow up to ensure compliance

Sex — Job discrimination with regard to sex is generally prohibited.

Sexual harassment—relates to offers of job favors in exchange for sexual favors, unnecessary
physical contact that is suggestive of lewdness, and other actions with sexual content.

HANDICAPPED EMPLOYEES

Handicapped employee—are those with significant disability of some type, physical, mental or
emotional.

EMPLOYERS’ PROGRAM—most employers focus on employees’ abilities rather than on

disabilities.

Job Adjustment of Older Workers

Workers have many adjustments to make as they grow older. In relation to
organizational behavior, older workers tend to develop gradually into social groups that are
more separate from younger workers.
Performance of Older Workers—The job performance of older and younger workers have
been found to be about the same.
Pre-retirement Counseling—employers develop pre-retirement counseling to encourage
employees to think about prospective retirement.
INTEGRATING TECHNOLOGY WITH PEOPLE: SOCIAL-TECHNOLOGY SYSTEMS

Effects of Technology

Features of Technology—Specialization is one key feature of technology. It tends to increase

as technological advances are attained.
Technology and Occupation—Change in jobs go hand in hand with technological changes.
Technology tends to call for more professional, scientific and other white-collar workers to keep
the system in operation and routine jobs are replaced with digitally and technologically enabled
systems that can perform jobs faster and better.
Technology and Education—A premium is place upon education in the labor market as
modern technology calls for higher skills.
Knowledge Society—A knowledge society is one in which the use of knowledge and
information characterizes work and employs the largest portion of the labor force.
Technology and Labor—People at the start of the industrial revolution, believed that
machinery threatened jobs and therefore, nursed technophobia. Currently laborers face
technology with more maturity couple, however with anxiety.

Worker Systems and People

Worker system is recognized in to two basic way:
1. Pertains to the flow of authority and is referred to as organizational structure or
organization.
2. The second has to do with flow of work itself from one operation to another and is
referred to as procedure.
Work system—who will “initiate” an activity and who will “receive” it.

Types of Initiation Action that may Cause Human Problems

Among them are initiations from:
1. A slow worker to a fast one
2. An inexperienced worker to one with more experience
3. From a low-seniority worker to one with high seniority
4. From an unskilled worker to a skilled .one
5. From a young person to an older one
6. From a worker with low authority to one with higher authority
7. From a worker with lesser status to one with higher status
8. Initiation that puts pressure on another worker
9. Initiation that affects sensitive areas of a worker’s job.

System Design for Better Teamwork—a procedure requiring people to work together as a
team.

Communication Patterns—plant lay-out and work-flow have much to do with the opportunities
for people to talk with one another.

Red Tape—another problem arising from procedure is red tape.

Alienation—is a feeling of powerlessness, lack of meaning, disoriented, and lack of attachment

to job, work group or organization. Alienation is bound to develop when workers are performing
insignificant tasks, frustrated by red tape or forced to follow instructions from an inferior initiator
of action.

Effects of Worker System

Worker system have their substantial effects on human behavior. This is brought about by:
1. Determining who initiates action on whom, and some of the conditions in which the
initiation occurs;
2. Influencing the degree to which employees performing interdependent a activities can
work together as a team;
3. Developing effective communication patterns of employee
4. Creating possibilities for unnecessary procedures, generally called red tape; and
 5. Providing tasks that seem insignificant and weak in power thereby contributing to
alienation.

MANAGING SCIENTIFIC AND PROFESSIONAL EMPLOYEES

Characteristics of a professional’s Work

1. A professional’s work is investigative in nature—Professionals are involved in

conducting investigations for the purpose of drawing scientific conclusions or solving
technical problems.
2. A professional’s work requires individual contributions—A professional worker is
primarily concerned with the performance of technical work himself and not primarily
with planning, organizing and directing work of others.
3. A professional’s work is not routine or repetitive—Professional work does not follow
a pattern or cycle nor does it consist of specified duties and responsibilities as does the
work of most managers.
4. Increasing in the importance and difficulty of professional work do not occur in
discreet stages—Professional work covers a wide range of complexity. Assignment
have a progressive order of complexity in a more or less continuous spectrum.

Expectations of a professional from His Job and His Superiors

From the study conducted by the National Association of Manufacturing in the United States,
the following have been found to be the needs of professional employees:

1. Want to be recognized as a member of a profession;

2. Dislike regimentation and compulsion;
3. Want to be assured of credit and recognition from top management for outstanding work
and unusual accomplishment;
4. Resent the supervisor who takes credit for their work;
5. Want their unusual contributions to reach the attention of top men;
6. Desire that proper dignity be given to the title of each position held by a professional
employee;
7. Desire that proper the term “engineer” in jobs which do not require formal technical
training and professional status should be avoided;
8. Desire for the adoption of liberal policies with respect to time of for personal reasons;
9. Resent a work environment where clock-punching and other rigid controls are required;
10. Expect to be allowed reasonable compensating time off corresponding to their personal
time spent in coping with their employees’ problem;
11. Desire to be provided with physical facilities and equipment which meet the standards
expected by professional employees;
12. Expect that professional interest should be promoted at every opportunity;
13. Be allowed reasonable time off with pay and travel allowance so that may be able to
attend society meeting, participate in committee activities, present technical papers and
hold office; and
14. Expect to be provided with opportunities for research and development personnel to
pursue independent and company interests.

What engineers are most likely to complain about:

Engineer subordinate have been found to be lacking in practical knowledge of market needs
and shop problems and have been technically strong but naïve in the realms of business
practically.

Scientists and Paper work—Research programs found that a young scientist tend to be
unaccustomed to paper work.

Supervising Research people

Most experienced executives believe that supervision of research people should not be
too close and that in many cases they should be left alone.
Ways to keep Young engineers in their Work

Young scientist or engineer are impatient and want to make their work fast. It is
therefore, important to them understand that big achievement rarely come easily or quickly and
that little success is essential because it becomes the foundation upon which more important
tasks can be attach.

How to develop Pride in a Profession—it is suggested that professionals be encourage to

contribute to technical publication.

The management Mind and the Engineering-Scientific Mind

According to Herbert Wissman, Manager of education and training for American Motors,
engineers tend to see management as measuring results I terms of finance only, having little
depth of knowledge and oversimplifying problems.

How to Retain Good Scientific, Engineering and Technical People

Professional and scientific personnel are highly mobile. Private as well as government
enterprises must compete for these professionals. The best approach in retaining professional
and scientific personnel is to offer (1) freedom of job direction as possible and (2) worthwhile
and challenging assignments.

Criteria in Appraising the Work of Engineering Personnel

Evaluations are essentially a matter of judgment and not as appraisal Standards for
Professional Engineers, Washington D.C:

Criterion Point Values

Job and technical knowledge 15

Application and productivity 10

Originality and initiative 20

Quality of work 15

Judgment, Planning and organization 10

Cooperation 3

Effective communication 8

Leadership 6

Attitude 4

Dependability and responsibility 10

Capacity for learning 9

Maximum 110

Other Kinds of Employees Who Might be thought of as professionals

Webster defines “professional” as a calling requiring specialized knowledge and ,often

long and intensive preparation and some form of licensing.

MANAGING EMPLOYEES IN INTERNATIONAL OPERATIONS

The nature of International Operations

 The people of the world are organized into communities and nations having their own
distinct resources and cultural heritage.

Social Conditions

The distinctive social condition of less developed countries is brought about by the
underdevelopment of its human resources.

Political Conditions

Political condition have significant effect on organization behavior. These include general
political instability, nationalistic drives as well as subordination of employers and labor to an
authoritarian state.

Economic Conditions

The economic condition in less developed nations is characterized by low per capital
income and inflation.

Integrating Social Systems

International operations require an integration of the various cultures and new

adjustment by all persons concerned.

Adaptation to Host Country

The distinguishing characteristic of all international operations is that they are

undertaken in a social system different from that which the organization emanated.

Transcultural Managers and Technicians

Cultural preparation should be given to expatriate employees. In .organizations with

large international operations, a pool of employees with cross-cultural adaptability needs to be
developed.

There are four (4) to consider a firm to be truly multinational in character:

1. Ownership, (2) Operations, (3) Markets and (4) Manager truly diversified without primary
dominance of any one of these four items by any one nation.

Management integrating Role in a Host Country

Once a manager is assigned to another country, he should attempt to integrate the

advanced technological culture with the local culture.

The Community Role of an Expatriate Manager

An expatriate manager must consider what his role will be in a local community. Not with
standing his considerable economic power, he is still considered a quest and will not be readily
absorbed into the social and power structures of a local community.

Motivating Employees in a Host Country

The real meaning of productivity is difficult to communicate when motivating employees

in less developed countries.

Cultural Restrictions on Productivity

Even if the image received is accurate, it is difficult to obtain action on the basis of that
image, because it may still not be enough or sufficiently ingrained into their day-to-day work
habits.

Understanding of Productivity among Local Managers

 Local managers may not understand the idea of productivity. They may, therefore, be
incapable of communicating the right concept to their supervisors and the workers.

Adaptation Required of Expatriate Managers

An expatriate manager who desires to motivate local employees must first adjust himself
to his new environment on the basis of his knowledge about the community members’ needs,
ways of thinking as well as their cultural idiosyncrasies, and social system.

Less Advance Countries Need Structures of Local Employees

Employees in less-developed countries are less sophisticated in their needs and wants.

INTERPERSONAL APPROACH TO CONFLICT MANAGEMENT

From the manager’s point of view, human relations refers to the integration of people
into a work situation that motivate them to work together productively, cooperatively and with
economic, psychological, and social satisfaction.

Coordination—refers to the effective time and sequence in performing activities.

Cooperation—indicates the willingness of persons to work together toward the realization of

objectives.

Circumstances that make employees least cooperative

Fear causes employees to refuse instructions. Fear does not inspire cooperation.
Management should, therefore, be alert to situations that may breed fear. Changes, no matter
how slight, generally cause fear that blocks cooperation.

High pay, the Key to Cooperation? –Good pay rates are important to workers but do not
guarantee workers’ loyalty.

Significant of Employee Objections

It is claimed that gripes are signs of a healthy condition. When employees openly speak
up or complain, management can quickly spot manifestations of objection that stand in the way
of cooperation.

How to reduce resistance

There are several ways to remove or minimize resistance, such as:

1. Use a success example—Cite employees who at the outset refuse to perform an

alleged difficult job who later loved doing it.
2. Offer a guarantee—When an employee claims that a new method won’t work, induce
him to try it for one time and guarantee that he can revert to the old way if the new
method won’t really work.
3. Demonstrate—Show how a piece of work can be easily done through actual
demonstration. At times a job looks more difficult than it actually is.
4. Ask questions—Ask the employee about the areas which they believe are difficult give
more explanations and clarification for these areas.
5. Just Listen—Let the employee get his problems off his chest. Listen and when he has
completed what he has to say, use your power of persuasion and reasoning.

Competition

Reliance upon a policy of promotion from within enhances monopoly of current

employees with respect to managerial position and may deny the enterprise the benefits of open
competition. There exists no legal or moral obligation to promote employees.

MANAGING CHANGE

Change—is inevitable in organizations, considering the advancements made in all walks of life,
in science and technology.
The Nature of Work Change

The term ‘work change’ pertains to any change that occurs in the work environment.

Two generalizations have been drawn from the study of work change

1. The whole organization tends to be affected by change In any of its parts.

2. Change is a human as well as technical problem.

Response to Change

Each change is interpreted by people according to their individual attitudes. The way
people feel about a change, determines how they will respond to it. Feelings are the causes
rather than the results of change.

Psychic Cost and Geographic Moves

Promotions that require movement to other locations brings about high psychic costs
because they require adjustment in family life relationships. Management should therefore,
carefully consider and give attention to human needs in order to reduce the psychic costs
involved.

Resistance to Change

Employees tend to resist change because of the cost entailed; managers are similarly
resistant to change on account of their resistance to new ideas and methods.

Types of Resistance

The various resistances to change are of different types and combination, and produce each
employee’s attitude toward change. They are as follows:

1. Logical—based on reasoning and science.

2. Psychological—based on emotional attitudes and values.
3. Sociological—based on group interest and values.

Logical resistance—arises from the time effort is required to adjust to change, like adjusting to
new job duties that have to be learned.

Psychological resistance—is “logical” in the light of attitudes and feelings that an individual
employee nurses about change.

The types of employee resistance to change are listed by Keith Davis as follows:

1. Logical rational objection

a. Time required to adjust
b. Extra effort to relearn
c. Possibility of less desirable conditions such as downgrading skills
d. Economic results of change
e. Questioned technical feasibility of change

2. Psychological, emotional attitudes

a. Fear of the unknown
b. Low tolerance of change
c. Dislike of management or other change agent
d. Lack of trust in others
e. Need for security, desire for
3. Sociological factors; group interests
a. Political coalitions
b. Opposing group values
c. Parochial narrow outlook
d. Vested interest
e. Desire to retain existing friendships
Possible Benefits Derived from Resistance

Resistance may have both good as well as bad effects. It may encourage management
to reexamine its proposed changes as to their appropriateness.

Implementing Change Successfully

Management is at times referred to as a change agent because it initiates changes and

attends to its implementation. However, employees are responsible for its ultimate success.

The Three-Step Change Procedure

Bringing about change generally requires three steps:

1. Unfreezing
2. Changing
3. Refreezing

Unfreezing - means the old ideas and practices have to be discarded to give way to new
ones to be learned.

Changing - refers to the step in which new ideas are learned into actual practice.

Refreezing - is successful practice

Building Support for Change

The selected ways to build support for change are the following:

1. Use of group forces

2. Leadership for change
3. Participation
4. Shared rewards
5. Maintenance of employee security
6. Communication about change
7. Working with unions
8. Working with the total system

Use of Group Forces

Group—is an instrument for bringing strong pressure on its member to change.

Leadership for Change—capable leadership strengthens the psychological support for

change.

Participation—One way to draw support for change is through participation.

Shared Reward—Another method to win employee support for change is to offer enough
rewards for the employees in the change situation.

Employee Security—employee benefits need to be given protection to have them support

change. Security during a change is of vital importance.

Grievance Systems—given employees a feeling of security that benefits will be amply

protected and a feeling of assurance that the difficult situation will be fairly and justly resolved.

Communication—In order to improve support for change, effective communication must be

established.

Working with Unions—Management is primarily the initiator of change. The union, .on the
other hand, serves as a restraint on management in its desire to protect the interest and security
of members.

Working with the Total System

The management’s responsibilities for change are:

 1. Make one useful, necessary change. Change by evolution, not revolution.
2. Recognize the possible effects of change and introduce them with adequate attention to
human needs.
3. Share the benefits of change with employees.
4. Diagnose the problems remaining after a change occurs and treat them.

STRUCTURAL APPROACH TO CONFLICT MANAGEMENT

Lestee E. Bittel explains that human relation refers to the sum of all the agonies and ecstasies
that take place between people when they share common experiences, especially at work.

Understanding Organizational Development

Organizational Development (OD)—is a new integrated type of training that originated in the
1950s and 1960’s. Keith Davis states that organizational development is an intervention
strategy that uses group processes to focus on the whole culture of an organization in order to
bring about change.

Characteristics of Organization Development

Focus on the Whole Organization—In order that the whole organization can effectively
respond to change.

System Orientation—Organizational development is concerned with the interactions of the

various parts of the organization as they relate to one another as well as with the structure,
processes and attitudes.

Change Agents—Employees are change agent who are individuals who stimulate and
coordinate changes within the group.

Problem solving—organizational development emphasizes on “action research,” on real

problems that the participants face in the organization.

Experiential Learning—The participants learn by experiencing in the training environment the

kinds of human relations problems they encounter on the job.

Group Processes—Organizational development depends primarily on group processes such

as group discussions, intergroup conflict resolutions, confrontations, and procedures for
coordination and cooperation.

Feedback—feedbacks to participants play a key role in Organizational development for the

participants to have concrete data on which to base their decisions.

Contingency Orientation—organizational development is flexible and pragmatic, adapting

actions to fit particular needs.

Team Building—Building better teamwork throughout the organization is the general goal of
organization development.

The Organizational Development Process

1. Initial diagnosis—Top management needs consultants to determine the type of OD

program that is to be adopted. Meanwhile, the consultant interviews various persons in
the organization to obtain the necessary inputs.
2. Data Collection—surveys may be conducted to determine organizational climate and
behavioral problems.
3. Data feedback and confrontation—work group members are designed to go over data
collected, to resolve among themselves areas of disagreement and to determine the
priorities for change.
4. Action planning and problem solving—On the basis of data gathered, groups develop
specific recommendations for change in solving organizational problems.
 5. Team building—the consultants encourages the groups to find out how they can work
together and helps them realize the value of open communication and trust as
prerequisite for improved group work.
6. Intergroup development—from the small group are developed larger groups mad up of
several teams.
7. Evaluation and follow-up—the consultant assist the organizations evaluate the results
of its organizational development efforts and develop additional programs in areas
where additional efforts are called for.

Laboratory Training

Laboratory training or experiential learning—Provides the participants or trainees

experiences through their own instructions in some of the conditions that they talk about.

Role playing—role playing is spontaneous acting of a realistic situation involving two or more
persons under classroom conditions.

--is time-consuming and expensive.

Gaming—Gaming has some application that resembles role playing.

Organizational gaming—is essentially a group exercise, in sequential decision, making undue

simulated organizational conditions.

Encounter Groups—are unstructured small groups that interact under stress in a situation that
requires people to become sensitive to one another’s feelings in order to develop reasonable
group activity.

Benefits and Limitations of OD

The benefits of OD are follows:

1. Change throughout the organization

2. Greater motivation
3. Increased productivity
4. Better quality of work
5. Higher job satisfaction
6. Improved teamwork
7. Better conflict resolution
8. Commitment to objectives
9. Increase willingness to change
10. Reduce absences
11. Low over turnover

Its limitation are follows:

1. Major time requirement

2. Substantial expenses
3. Delayed payout period
4. Possible failure
5. Possible invasion of privacy
6. Possible psychological harm
7. Potential conformity

CHAPTER VIII

INTERPERSONAL AND COMMUNICATION IN ORGANIZATION

Introduction

Communication, upward, downward and on the same level, in organization is important in

bringing about coordination, understanding and unity in the overall strife to attain organizational
objectives.
Methods have been developed to improve upward communication such as counseling,
grievance systems, consultative supervision, meetings, suggestion system, opinion survey,
participation in social groups and encouragement of employee letter, among others.

Management must be able to evaluate the performance of personnel and to reward the
deserving.

A Model of Communication

Communication is the transfer of information and understanding from one person to another; a
way of reaching others with idea, facts, thoughts, and values.

It involves two people: a sender and a receiver.

Importance of communication

Organization will fail without communication.

Every act of communication influences the organization one way or another.

When communication is effective, it tends to encourage better performance and generate job
satisfaction because people will understand their jobs better and feel more involved in them.

The Communication Process - the communication process is the method by which a sender
reaches a receiver. The process requires six steps: 1.) Develop an idea 2.) Encode 3.) Transmit
4.) Receiver 5.) Decode; and 6.) Use

1.) Develop an idea - the first step is to develop an idea or thought that the sender wishes to
convey.

2.) Encode - the idea is put into suitable words, charts or other symbols for transmission.

3.) Transmit - Transmission by the method chosen is then the next step. The channels of
communication should likewise be determined together with the proper timing in sending the
message.

4.) Receives - At this point the message is transferred to the receiver who tunes it up to receive
it.

5.) Decode - the message is then decoded so that it can be understood.

6.) Use - the final step in the process is for the receiver to use communication, either by it,
performing the task called for, storing the information or doing otherwise, as directed

Group dynamic - is a social process by which individual face to face in small groups.

Organization meetings – refer to committees, conferences, and other individuals who meet
face to face to deliberate on work problems in an organization.

Meetings – are conducted for a number of purposes such as to disseminate or obtain

information, advice, decision-making, negotiation, coordination or brain storming.

Committee – is a group of individuals who meet with vested formal authority to look into or
tackle problems at hand.

Authority – is generally expressed in terms of right to cast one vote for each member.

Groups usually require two leaders

1. Task leader – is by and large concerned with the attainment of the project or task.
2. Social leader - is to restore and maintain group unity and generate satisfaction.

USING THE APPROPRIATE COMMUNICATIONS MEDIUM

Communication with Management – is referred to as management or intra-management
communication.

Management communication – is needed inasmuch as managers are similarly situated as

employees who have needs for communication and understanding.

Downward communication – means that communication flows from higher to lower levels of
authority, from management to operative employees, as well as within the management group.

PREREQUISITES TO DOWNWARD COMMUNICATION

1. GET INFORMED – a manager cannot communicate what he does not know and
understand
2. DEVELOP A POSITIVE COMMUNICATION ATTITUDE. Managers should manifest a
positive attitude in communicating.
3. PLAN FOR COMMUNICATION. Communication regarding management action needs
to be planned for transmittal to those who will be affected.
4. GAIN THE CONFIDENCE OF OTHERS. Meaning is more effectively transmitted when
the recipient understands the communicators purpose or objective.
“OVERCOMMUNICATION” is at times mistakenly equated with “over-publication”.

One’s acceptance of a downward communication depends on the following conditions;

1. Acceptance of legitimacy of the sender to give the order or instructions.

2. Power of the sender to enforce sanctions on the receiver either directly or indirectly.
3. Perceived competence of the sender relative to the issue communicated.
4. Allegiance given to the sender as a leader or person.
5. Perceived credibility of the message received.
6. Acceptance of the tasks and goals which the communication is trying to accomplish.

Communication Needs

Lower-level employees have a number of communication needs, such as instructions regarding

their job. The guidance given by the manager is referred to as order giving because it aims to
formally secure action from a subordinate.

Two types of communication namely:

1) Information about things that affect then directly rather than indirectly.
2) Information that reach them as news rather than as a stale confirmation of what has
been learned from other sources.

Upward Communication

Upward communication tend to be transmitted slowly since they are subject to delay, filtering
and changes.

Improving Upward Communication

To overcome barriers and to encourage upward communication, a person is enjoined to keep

his direct supervisors information on the following matters:

1) Matters in which his supervisor may be held accountable by those senior to him,
including all those accountable for the performance of one’s assigned job.
2) Matters in disagreement or likely to cause controversy within or between of the
organization.
3) Matters requiring advice by the supervisor or his coordination with other persons or
units.
4) Matters involving recommendations for changes in, or variance from established
policies.
5) Any other matter which will enable higher management to improve economic and social
performance.
 To improve Upward Communication:

1) Open-door policy – A genuine open door policy can be a real aid to upward
communication.
2) Participation in social groups – informal, casual recreation events pave the way for
opportunities for unplanned upward communication.
3) Encouragement of employee letters- One device which encourages letter from
employees is to maintain a column in the employee magazine entitled. “Answers to a
your Questions” or “Employee Letters.”

Communication with the Employees Families

An employee’s on-the-job performance is affected by off-the-job influences, among
which are the family.
Management, therefore, has to develop ways by which to integrate families into its
communication system.

The Communication System

Each individual in an organization has his own communication role to undertake, having
his own expectancies, feelings, assumptions and expectation his own frame of
reference.
This is the key idea in communication, in as much as it determines how a person
interprets a situation, his opinion about it, what is heard by the listener and what action is
taken.

TEAMWORK

Meetings are important part of group process of equal importance is the operating situation
where people perform task together merely talking together. Operation of task normally requires
manipulative skills and/or timing so that physical cooperation are required. The term pertaining
to this activity “teamwork”. It is defined as “coordinated action by a cooperative small group in
regular contact wherein members contribute responsibly and enthusiastically toward task
achievement”

There are 2 types of terms

1. Institutional team
2. Operational team

TEAMWORK AND MANAGEMENT

Management must first establish a supportive environment before teamwork can be
expected. Management’s supportive measure help the group take the initial steps toward
teamwork. These steps then become the foundation of further step. Teamwork is
sensitive to all aspects of organization environment. To illustrate, too many changes and
personnel interfere with the group process and prevent the development.

PROCESS Team
In which each h member has a variety of skills and skill levels working concurrently in an
interwoven pattern and by which initiative levels back and forth among them is referred
to as process interdependence. When men are working toward a goal, but working
independently, interdependence is greater. This is goal interdependence.
It is a matter of sequencer there than being
Interwoven as a process is referred to as procedural interdependence.
 COUNSELING OF EMPLOYEES

- People will develop emotional problems and conflicts, no matter how human relations
are handheld. The solution to those breakdowns is to counsel the parties concerned.
Counseling is define as discussion of an emotional problem with an employees, with
general object of decreasing it.

Implications of this definition are as follows:

1. Counseling deals with emotional problems. Counseling is concerned with troubles of the
heart. In excludes matters that are non-emotional in nature and content.
2. Counseling involves communication. It depends on communication skills which primarily
involves one’s voice by which a person’s emotions can be shared with another.
3. His general objective of counseling is to understand and/or decrease an employee’s
emotional disorder.
4. The service, in no way, limits counseling exclusively to professionally trained people.

The Role of Counseling

 Need for Counseling – it is said that one out of ten people suffers from a mental or
emotional disorder. These persons are sometimes referred to us high-strung.

What Counseling can do

- Counseling aims to provide the employee assistance in dealing with his problems so that
he will develop self-awareness, understanding of his environment, self-control and ability
to work productively.

1. Advice – advice – giving is but one the several functions which counseling performs. In
advising, the counselor makes judgments about the counselee’s emotional problems
and lays out a course of action.
2. Reassurance – the counseling can develop in an employee reassurance or the courage
to face a problem with confidence that he is pursuing the right course of action.
3. Communication – improvement of communication upward, downward and on the same
level can be achieved through counseling. It is a leeway for employees to express their
pent up feelings to management.
4. Release of emotional tension – emotional catharsis or the release of emotional tension
is an important function of nearly all counseling situation.
5. Clarified thinking – the result of any clarified thinking is that a person is encouraged to
accept responsibility for the emotional problems and to be more realistic in solving them.
6. Reorientation – reorientation involves a changed in the employee’s physic self through
a change in his basic goals and values.

CHAPTER IX

ORGANIZATIONAL CULTURE

Objectives:

 To learn the nature and importance of organizational culture.

 Name the factors to consider and the objectives in communicating the cultures to
the new employees, and
 Understand and appreciate transforming cultures in an organization.

Content Outline:
  Introduction
 Organizational Culture Defined
 Organizational subcultures: Stories, rites, rituals, ceremonies
 Culture and the new employee-communicating the culture

Organizational culture

A set of common understanding around which action is organized, finding expression in

language whose nuances are peculiar to the group (Becker and Geer 1960)

A set of understanding or meanings shared by a group of people that are largely tacit among
members and are clearly relevant and distinctive to the particular group which are also passed
on to new members (Louis 1980)

A system of knowledge, standards for perceiving, believing, evaluating and acting.That serves
to relate human communities to their environmental settings (Allaire and Firsirotu 1984)

The deeper level of basic assumptions and beliefs that are: learned responses to the group’s
problems of survival in its external integration; are shared by members of an organization; that
operate unconsciously; and that define in a basic “taken-for-granted” fashion in an
organization’s view of itself and its environment (Schein 1988)

Any social system arising from a network of shared ideologies consisting of two components:
substance-the networks of meaning associated with ideologies, norms, and values; and forms-
the practices whereby the meanings are expressed, affirmed, and communicated to members
(Trice and Beyer 1984)

2 major camps that exist in the study of Organizational Structure

 First Camp
- Views culture as implicit in social life. Culture is what naturally emerges as individuals
transform themselves into social groups as tribes. Communities, and ultimately, nations.

 Second Camp
- Represents the view that culture is an explicit social product arising from social
interaction either as an intentional or unintentional consequence of behavior.

3 level of culture (Schein 1988)

1. Behavior and Artifacts

This is the observable level of culture, and consists of behavior patterns and outward
manifestations of culture: perquisites provided to executives, dress codes, level of technology
utilized, and the physical layout of work spaces.

2. Values

It underlies and to a large extent determine behavior, but they are not directly
observable, as behavior, but they are not directly observable, as behaviors are. They may be a
difference between stated and operating values. People will attribute their behavior to stated
values.

3. Assumptions and Beliefs

The deepest level defined by Schein. Contends that underlying assumptions grow out of
values, until they become taken for granted and drop out of awareness.

 Organizational Values- express preferences for certain behaviors or certain outcomes.

 Organizational Norms- express behaviors accepted by others. They are culturally
acceptable ways of pursuing goals.
Organizational Subcultures
 Organizations consist of subgroups that have specific characteristics and a sense of
identification. Within organizations, people can easily classify themselves and others into
various social categories or groups based on identification with their primary work group,
occupational or professional skills, union membership, or age cohort. ( ouchi 1980, and Ashfort
and Mael 1989)

Subgroups in organizations can and do create subcultures that compromise specific

networks of meaning; yet, at the same time, they remain associated with the ideologies and
values of the organization’s leadearship. For example, at a macro level the culture that is
attributed to the department of National Defense comprises the distinct cultures of the different
militaru services and the corps of civil servants assigned to each service agency. ( Builder 1989)

3 most important socialization aids:

 Interaction with peers

 Interaction with their supervisor;
 Interaction with senior co-workers.

 The leader’s cultural messages should address ambiguities that are beyond the scope of
any organizational subculture to explain to employees
 Leaders should recognize that their cultural messages should specifically address
cultural ambiguities associated with subcultures practices within the organization, and
limit their attempts to eliminate distinctions that are important to subculture’s identities.

CULTURE AND THE NEW EMPLOYEE-COMMUNICATING THE CULTURE

Cultural forms

- function as the linking mechanism by which networks of understanding develop among

employees (Trice, 1988)

-act as a medium for communicating ideologies, values, and norms.

-Enable leaders to transmit messages about desirable culture to influence thinking and
ways of behaving.

-It also address the emotional aspects of organizations that are commonly referred to as
cohesion or camaraderie.

 Formulating Strategies for Transforming Cultures in Organizations

Strategies leadership needs to be transformational if it is to serve the organization.
Transformational leaders must operate from a foundation of high morality and ethical practices
and have a fundamental understanding of the highly complex factors that support and make
possible collective effort in an organization. They must personally act in accord with promulgate
the culture. The key method strategy leaders should follow to transform cultures is to teach
symbolically. This type of strategy involves the artful crafting of new stories, new symbols, new
traditions, and even new humor so that the ambiguities surrounding organizational life can be
productively managed by all members of the organization. Without collective understanding, the
new ways of acting and thinking cannot be internalized by organizational members.

 What leaders pay attention to measure and control

Something as simple as what is emphasized or measured, over time, can have an effect
on an organization’s culture. One example of this is an emphasis on form over substances. If
leaders pay more attention to form, an organizational culture can develop where people start to
believe that the substance of a recommendation is less important than the way it is presented.
One can recall when more attention was paid to the format of viewgraphs used in a briefing than
what was said, what we characterize as “eyewash”

 Where do you think people will focus their effort once it becomes accepted that a
slick presentation is what the leaders are looking for.
 How could you go about changing that aspect of the organization’s culture? Consider
cultural assumptions and beliefs underlying a “Zero defects” organizational mentality. “You must
always be perfect; mistakes aren’t allowed.” If this assumption reflects a dysfunctional aspect of
an organization’s culture, how could you go about changing the perception?

 Leader reactions to critical incidents and organizational crises

The way leaders react to crises says a lot about the organization’s values. Often, this is
where rhetoric becomes apparent. Reactions to cries are normally highly visible, because
everyone’s attention is focused on the incident or situation. Disconnects between actions and
words will usually be apparent, and actions always speak louder than words. Additionally, a
crisis not only brings a great deal of attention. It also generates a great deal of emotional
involvement on the part of those associated with the organization, particularly if the crisis
threatens the organization’s survival. This increases the potential for either reinforcing the
existing culture, or leading to a change in the culture. Such a crisis can provide an opportunity
for a leader to influence the organization’s culture in either positive or a negative way.

 Deliberate role modeling, teaching, and coaching

Nothing can take the place of leaders “walking their talk”. The personal example of a
strategic leader can send a powerful message to the members of an organization, particularly if
it is ethical and consistent. Reinforcing that example with teaching and coaching will help others
to internalize in the desired values.

 Criteria for allocation of rewards and status

The consequences of behaviour-what behaviour is rewarded and what is punished- can
significantly influence culture. If the organization reacts to new ideas by ridiculing the ideas and
those who propose them, it won’t take long before people believe that new ideas are not
welcomed or desired.

 Criteria for recruitment, selection, promotion, and retirement

One of the powerful ways of changing an organization’s culture is through the type of
people brought into, retained, and advanced in the organization. You should be able to establish
a desired culture base in an organization by bringing in and advancing individuals with the
values you want, and eliminating those with undesired value bases.

 Organizational design and structure

Modifying the organization’s basic structure may be a way of changing the existing
norms, and hence the culture.

 Organizational systems and procedures

The simplest definition of culture is “that’s the way we do things around here”. Routines
or procedures can become so embedded that they become part of the culture, and changing
those routines. We can all think of organizations where a weekly or monthly meeting takes on a
life of its own, becomes more formalized, lengthy, and elaborate, and becomes the organization.
Changing the culture to improve communication may only be possible by changing the meeting
procedures or eliminating the meetings altogether.

 Design of physical space, facades, and buildings.

The impact of the design of buildings on cultures can easily be illustrated by considering
the executive perks in an organization. Which organization do you think will have a more open
and participative culture, one where top executives have reserved parking spaces, top floor
offices, a special elevator and an executive dining room, or one where the executive offices are
not separated from the rest of the company and executives park and eat in the same place as
their employees?

 Stories about important events and people

Is a way of perpetuating culture in an organization, in that it helps define and solidify the
organization’s identity. By what events and stories they emphasize, leaders influence that
identity.
 CHAPTER X

MANAGING YOUR NEW JOB EFFECTIVELY

(MAINTAINING DISCIPLINE)

Course Objective:

 Learn how to manage your new job effectively;

 Know the twelve strategic steps in helping new personnel; and
 Understand and appreciate the importance of managing your new job properly

INTRODUCTION:

Your success in your new job depends upon your knowledge, abilities and skills.
However, knowledge, abilities and skills about new job are not enough to make you successful.
In fact, your ability to manage well, despite being “new” in your new job, shall play a vital role in
making you successful.

Many new personnel with experience think they are not really new. However, we know
many of them are telling us how little they remembered about starting a new job and how much
they wish they had been reminded when they changed jobs. The truth is that, when you change
jobs, you are really new, even if you have many experiences from other business organizations.
Sometimes, the experiences you acquired make it more difficult to enter new business
organizations and may even lead you to committing more errors.

The impressions you created on your superior and peers during your first weeks and
months shall play a vital role in your job opportunities and success. Studies revealed that the
first impression created by new personnel have great impact on their performances, future
salaries, advancements, job satisfaction, and abilities to move within the organization, as well as
their own feelings of success and commitment to their jobs.

The twelve steps presented in this chapter shall show what you need to learn in order
to succeed in your new job, and have you need to learn it, as advanced by Edwood F. Holton III
and Sharon S. Naguin.

Step 1: ADOPT THE RIGHT ATTITUDES

The challenge in the first step is to identity “success-related attitudes” in your new
business organization. There are key attitudes that superiors want to see in their new
personnel:

1. Humility- always remembers that every business organization is different and that a
successful job generally requires the quality of being humble.

2. Continuous Education- it is very important to show that you understand how much
you have yet to know and that you are willing to learn it.

3. Flexibility- change is inevitable; new personnel need to be flexible.

4. Respect for the business firm- employers prefer that new personnel respect how
business is being done, even if those ways need to be improved.

5. Open-mindedness- as a new personnel in the firm, always start with an open mind
about the ways and means of doing business.

6. Commitment- successful business firms are founded on highly committed personnel.

7. Demonstrate work ethics- always “go the extra mile” during the first year, be sure
your employer see you as a hard worker.

8. Positive attitude- a superior wants his new personnel to have a positive attitude to
hard work, no matter how hard it is.

Step 2: ADJUST YOUR EXPECTATIONS

Every personnel have good expectations, hopes, and dreams in jogging a business
firm. Perhaps, you accepted your new job because you think that it will fulfill your needs
and help you attain your objectives.

If you find yourself thinking any of the following, you may be experiencing expectation-
related frustration and should reexamine your expectations:

“My old job was better in the way things were done.”

“What the interviewer claimed was not the same as what would actually happen.”

“Nobody helps me understand how things work around here.”

“I wonder if I decided wisely in making this change.”

“I thought I was hired for my new ideas.”

“Why didn’t anyone tell me about…”

”I wish I had known all these things before I took the job.”

“Someone should have told me about.”

Step 3: MASTER BREAKING-IN SKILLS

Joining a new business firm requires special skills, called “breaking-in” skills. There are
guidelines for being a successful new corner.

1. You are an outsider until you prove otherwise. New personnel sometimes fail to
distinguish between being hired and being accepted by the people organization.

2. You can’t change the system until you are part of it. Always remember that many
people don’t want newcomers to make changes until they learn and respect the way the
organization is managed.

3. Avoid “big splash” strategies. It is an accepted fact that your experiences will help
you contribute new ideas for change.

4. Omitting what you don’t know is more important than showing what you do
know. The most positive impression you can create, regardless of how much
experience you have, is having the wisdom to know how much you need to learn about
your new job and the new business firms.

5. Conformity may be more important than individuality. As a newcomer, it is better

to be more of a conformist for a while. Firstly, this shows that you are accepting your
new business firm’s culture. Secondly, it may take sometime to figure out what the ways
are to shape your job to fit you. In fact, you will have more time and opportunities to
express your individuality at work in the future.

6. Build a good track record. Always look for projects and tasks that give you
opportunities to be successful. Immediate success will show your superior that he or
she made a good decision in hiring you and opening the door to more good
opportunities for success. By doing so, you’ll surely stay on the “success spiral”.
STEP 4: MANAGE THE IMPRESSIONS YOU MAKE

No matter what kind your job is, you must place a good premium on managing the
impressions you make in your first month and year.

The common mistake of new personnel with experience is that they assumed that their
previous track record will automatically be taken into consideration by the new firm. This
is a “big mistake” to make because your track record is what enabled you to be hired,
and it meant a lot only during the hiring and interview process.

As always remember that every business firm is difficult from others. This is
reason why the first challenge in making a good impression is having the professional
expertise to know what the firm wants to see. Since your co-workers don’t know you
well yet, your second challenge is to pay attention to the actions create strong,
positive impressions.

STEP 5: BUILD EFFECTIVE RELATIONSHIP

Business firs are not just mere collections of duties, tasks and responsibilities; they are
people working together towards a common objective.

Guidelines for building effective relationship at work:

1. Prioritize the building up of strong relationship: Always try your best to have time
to develop good relationship with people at all levels of the firm. Meet people, go to
lunch with them, have coffee with them, and be a good listener. Try to mingle with your
co-workers

2. Demonstrate good interpersonal communication and relationship-building

skills: Make a special effort in the early months to respect and work with all types of
people. Remind yourself of the fundamentals of interpersonal communication, how to
avoid or manage conflict, and how to see other’s perspective.

3. Focus on teamwork: Be sure you can show to your new co-workers that you can be
a good team player. Being a team player means learning to share your success, involve
others, become less competitive and possessive about your ideas, and be open to
other’s ideas.

4. Network, Network, and Network: Be sure to build a new network of contracts,

resources, advisers, and sources of information. Your new contacts shall help you
understand better the organizational dynamics prevailing in your new job.

5. Find a mentor, coach, or sponsor: It is an accepted fact, that every new personnel,
no matter what level, need the guidance of more senior colleagues. If there is a formal
mentoring program available in your firm, take advantage of it. Also, try to seek the help
to more experienced personnel whom you feel have an interest in helping you. Be sure
to select good people who are respected in the firm.

STEP 6: CREATE A STRONG WORKING RELATIONSHIP WITH YOUR SUPERIOR

There are key questions you need to answer, in order to create a strong working
relationship with your new superior.

1. How much information does your superior want to have?

2. Does your superior want to receive regular updates or to just know about problems?
3. Does your superior want to be offered solutions to problems or to be part of the-
solving process?

4. What are your superior’s standards in terms of performance or output?

5. What are your superior’s agenda: wants, needs, and expectations?

6. How can you best support or help your superior?

7. Which activities and tasks assigned to you are most likely to get your superior in
trouble if done poorly?

8. What are the needs and demands on your superior’s time?

9. What are the resources you can help your superior get or conserve?

10. How can you help your superior be more effective and efficient?

11. When do you need to be most available?

12. How can you make yourself indispensable?

Other key question to be answered, to build a strong working relationship with

your superior:

1. Which decisions does your superior want to make and which ones will he or she
delegate?

2. In what way is your superior most comfortable giving you feedback?

3. In which areas is it specifically important that you remain flexible?

4. How much ownership of your jobs does your superior like to see?

5. What level of independence does your superior expect of you?

6. How would you handle the situation, if you disagree with your superior?

7. What is the best way to get help from your superior if you need it?

8. When your superior makes requests or gives instructions, what should you to do
exceed his expectations?

9. How would you respond when you are given a new task?

10. How would you respond when your superior recognizes your good work?

STEP 7: UNDERSTAND YOUR ORGANIZATION’S CULTURE

There are two basic rules about culture: First, employees want personnel who “fit” a
business firm’s culture and enthusiastically embrace it. Second, initially your challenge
is to show that you can unlearn the norm from your old organization’s culture and fit into
the new firm’s culture.

Every business firm has its own culture: Definitely, you will hear and see them every
day: “We don’t do things like that around here” “We like to see people working hard
around here,” “the boss likes people around here to show up early in the morning,” and
so forth and so on. Culture defines how you do what you were hired to do.

These are basic elements of culture that you must know.

1. The guiding philosophies of the firm

2. The vision, mission and objectives

3. The core values and norms

4. The behavioral expectations

5. The work ethics

6. The reward systems

7. The social norms

8. The success factors

9. The management norms

10. The sacred beliefs and events

11. The dress code

12. The attitudes of personnel

13. The communications norms

14. The work norms

15. The organizational climate

Culture is hard to learn because it is rarely written down and most people cannot
explain it to you directly. Most often, you can learn the organizational culture by
observation. “Pay attention to “the way things are done around here” Carefully watches
your c0-workers and pay attention to how they spend their time. Try to find out what are
by knowing how others behave. You must pay attention to the attention to the political
climate and how people communicate and work together. Remember that building good
relationship is the key to understanding the culture.

To be successful in your new job, you must take time to know and understand the
organizational culture before getting to adventurous. Accept and respect you new
organizational culture. Always find ways and means to fit in, and remember that you can
never change your organizational culture until you are part of it.

STEP: 8 ADAPT TO THE ORGANIZATIONAL SYSTEM

There are two things to know to be assured that you start out right.

1. The organizational politics, and

2. The informal way business is done.

Organizational politics: Politics is just the way things get done when people work
together in a business firm or in any organization. It can be vicious and difficult; but
usually it is not. It is the process of sharing resources, sharing power, and influencing
others. You need to determine what the controversial political positions are, and the
consequences of treading on this dangerous ground.

The following key question elicits answer about your organization’s politics.

1. What are the important compromises to make?

2. Who needs to be involved in making decisions?

3. Who are the key “players” relevant to your work?

4. How do people negotiate?

5. Which battles are worth fighting and which ones are futile?

6. Where are the coalitions of people, who agree with you on an issue?

7. On which issues is it dangerous to “go out on a limit” by yourself?

8. What are the controversial political issues?

9. Who has the power and who wants it?

Remember that when you change jobs you often give up much of the political clout you
may have had in your old position. Thus, there is a great need to proceed cautiously in
your first year or new job and build your career through outstanding performance.

Getting Results- Business firms formulate fundamental policies, rules and procedures,
but the personnel Iet them develop their own informal structures and methods that
facilitate work. These are the “backdoor” ways of finding information, the shortcuts
around the formal system, the informal agreements among departments to expedite
work flow. These informal, unwritten ways of doing work make business firms more
productive but are likely to differ from those in your old job. If you want to get results in
your new job, you have to learn how work “really gets done around here: And they only
do is to WATCH PEOPLE AND ASK QUESTIONS.

STEP 9: UNDERSTAND YOUR ROLES

The following guidelines should be followed by new personnel:

1. Don’t resist new personnel; Dues or contributions.

- Every business firm has certain tasks that new employees are saddled with.
2. Don’t take it personally;
- Sometimes these are done as a little bit of hazing and sometimes they are
done just because someone has to do these tasks.
3. Understand the bigger picture;
- Many new personnel fail to quickly learn the big picture in their business firm.
4. Find your niche;
- Many new personnel creates problems for themselves, and for others by
trying to force the business firms to fit their own interest and plans.
STEP 10: DEVELOP WORK SMARTS

The following professional skills need to be improved to develop work smarts.

1. Manage your time effectively and efficiently.

2. Set your priorities effectively.
3. Handle multiple projects effectively.
4. Write memos, letters and reports.
5. Make good oral presentation.
6. Manage proper work flow.
7. Manage and participate in meetings.
8. Sell your ideal.
9. Work with other personnel and administrative assistants.
10. Organize your work and office properly.
11. Set realistic deadlines.
STEP 11: MASTER THE TASK OF YOUR JOBS

Every superior is definitely expecting his personnel to perform their jobs with a high
degree of proficiency.

What you should know

RISKS
 To laugh is to risk appearing the fool.
To weep is to risk appearing sentimental.
To reach out for another is to risk involvement.
To expose feelings is to risk exposing your true self.
To place your ideas, your dreams, before a crowd is to risk their
loss.
To love is to risk not being loved in return.
To live is to risk dying.
To hope is to risk despair.
To try is to risk failure.
But risk must be taken, because the greatest hazard in life is to
risk nothing.
The person who risk nothing does nothing, has nothing, and is
nothing.
They may avoid suffering and sorrow, but they cannot learn, feel,
change, grow, love or live.
Chained by their attitudes, they are slaves, they forfeited their
freedom
Only a person who risk is free.

When you have already completed the previous ten steps, you will be in a better
position to master the task of your new job.

STEP 12: ACQUIRE THE KNOWLEDGE, SKILLS, AND ABILITIES YOU NEED

There are two ways to acquire the knowledge and skills to do your job better.

1. Don’t be ashamed to ask for training or help:

- Assuming that you are experienced professional, you may feel that you
should no longer need much training to your new job.
2. Continuous education:
- Education is life and it is a continuous process of development.

12 STRATEGIES STEPS TO HELP NEW PERSONNEL

INDIVIDUAL PEOPLE

 Attitudes  Impression
 Expectations Management
 Breaking-in  Relationship
 Followership

WORK/ TASKS ORGANIZATION

 Word Smart  Culture

 Task knowledge  Systems
 Knowledge, skills  Roles
and abilities
 FIGURE 10.1 New personnel Learning Tasks

3. Try your best to ask your superior, peers and friends about job enrichment and
improvements.

YOUR SUCCESS IS YOUR RESPONSIBILITY

- To succeed in your new job is your responsibility, not of your new business firm or
your new superior. Be sure you invest your time and energy in making your first year
in your business firms a successful one.
 Republic of the Philippines
SULTAN KUDARAT STATE UNIVERSITY
Tacurong Campus
Tacurong City, Sultan Kudarat

HUMA
N
BEHAVI
OR IN
ORGAN
IZATIO
N
FOR : BS ECONOMICS, BS ACCOUNTANCY, BS ACCOUNTING TECHNOLOGY,
BS MANAGEMENT ACCOUNTING, BS ACCOUNTING INFORMATION
SYSTEM & BS HOTEL & RESTAURANT MGT.
(MA
311)

Prepared by:

MANOLO B. MERCADO, MBA

Instructor I / Course Instructor