HUMAN BEHAVIOR

IN
ORGANIZATION
Educ. 403
DEBBIE MAY F. YELO
Discussant
MA. JANELYN FUNDAL
Professor
UNDERSTANDING
ORGANIZATION
BEHAVIOR
 OBJECTIVES:

Define organizational behavior

Goals of organizational behavior

Elements of organizational behavior

Challenges and Opportunities in

organizational behavior
 ORGANIZATIONAL BEHAVIOR

is individual behavior and group

dynamics in organization.
It is the systematic study and careful
application of knowledge about how
people—as individuals and as groups—
act within organizations. It strives to
identify ways in which people can act
more effectively.
organizational behavior studies the impact
individuals, groups, and structures have on
human behavior within organizations.
An interdisciplinary field that includes
Sociology, Psychology, Communication,
and Management.
Organizational behavior complements
organizational theory, which focuses on
organizational and intra-organizational topics,
and complements human-resource studies,
which is more focused on everyday business
practices.
 DIFFERENT TYPES OF
ORGANIZATIONAL BEHAVIOR
Organizational studies the study of
encompass perspectives, and
organizations methods,
from multiple
levels of analysis:
 MICRO ORGANZIATIONAL BEHAVIOR – refers
to individual and group dynamics in organizations.
 MACRO STRATEGIC AND
MANAGEMENT
ORGANIZATIONAL THEORY - studies whole
organizations and industries, especially how they adapt,
and the strategies, structures, and contingencies that
guide them.
 MESO-SCALE STRUCTUES – involving power,
culture, and the networks of individuals in organizations.
 FIELD-LEVEL ANALYSIS – which studies how
Many factors come into play whenever
people interact in organizations. Modern
organizational studies attempt
to understand and model these factors.
Organizational studies seek to
control, predict, and explain.
 Organizational behavior can play a
role
major in organizational development,
enhancing overall
performance, as well as also enhancing
organizational
individual and group performance,
satisfaction, and commitment.
 Goals of OB
 To Describe
 how people behave under a variety of
conditions.
 To Understand
 Why people behave behave as they do.
 Probe for underlying explanations
 To Predict
 Predict future employee behavior
(tardiness, productive & unproductive
etc.)
 Provide preventive actions
 To Control
 At least partially and develop some human
activity at work.
 Key Forces
• People
 Make up the internal social system of an
organization
 Melting pot of diversity – talents, background
and perspectives to their jobs
 Managers need to be tuned in to these
diverse
patterns and trends.
 Companies address diversity by becoming
compassionate and caring, building pride
without de- valuing others, empowering some
without exploiting, demonstrating openness,
confidence, authentic compassion and
vulnerability.
 Key Forces
• Structure
 Defines the formal relationship and use of people in organizations.
 Effective coordination of work
 Create complex problems of cooperation, negotiation and decision
making
• Technology
 Provides he resources with which people work and affects the
tasks
they perform
 Benefit of technology – does more and better work however it restricts
people in various ways
 OB’s challenge is to maintain the delicate balance between technical
and social systems.
• Environment
 Internal or external
 Organizations are part of a larger system and factors influence them
 The external environment influences the attitudes of people, affects
working conditions, and provides competitions for resources and
power./
 Nature of people
 Individual differences
 Treat everybody in differrent way
 Perception
 The unique way in which each person sees, organizes and interprets
things.
 Selective perception cause misinterpretation
 A whole person
 We employ the whole person not just their brains or skills
 Ergonomics is the science of fitting workplace conditions and job
demands to the capabilities of the working population
 Motivated behavior
 A path towards increased need fulfillment is a better approach
 Desire for involvement
 Hunger for a change to chare what they know and to learn from
the
experience.
 Organizations need to provide opportunities for meaningful involvement –
employee empowerment
 Value of the person
 Worth before the word
 meal before the message
 Nature of organization
 Social systems
 or social structure in general refer to entities or groups in definite relation
to each other, to relatively enduring patterns of behavior and relationship
within social systems, or to social institutions and norms becoming
embedded into social systems in such a way that they shape the behavior
of actors within those social systems. Social systems can be said to be
the patterns of behavior of a group of people possessing similar
characteristics due to their existence in same society.
 Formal and informal social systems
 The idea of a social system provides a framework for analyzing
organizational behavior issues. It helps make OB problems
understandable and manageable
 Mutual interest
 Symbiotic relationship between organizations and people
 Provides a superordinate goal – one that can attained only
through the
integral effort of individuals and their employers.
 Ethics
 Treatment of employees in an ethical fashion
 Establish code of ethics, publicized statements of wthical values, provide
ethics trainings, reward employees for notable ethical behaviors, set up
internal procedure to handle misconduct.
Elements of OB system
Management’s philosophy, values, vision, mission and goals
Organizational culture
Leadership, communication and group
dynamics Quality of work life
Motivation

Outcomes
performance
employee satisfaction
personal growth and
Linked with
development
Formal organization
Informal organization
Social environment
The philosophy (model) of organizational
behavior held by management consists of an
integrated set of assumptions and beliefs
about the way things are, the purpose of
these activities, and the way they should be.
These philosophies are sometimes explicit,
and occasionally implicit, in the minds of
managers. However, the philosophy of
organizational behavior held by a manager
stems from two sources- fact premises and
value premises
. Fact premises represent our descriptive view of
how the world behaves. They are drawn from
both behavioral science research and our
personal experiences. Fact premises, then, are
acquired through direct and indirect lifelong
learning and are very useful in guiding our
behavior. Value premises, on the other hand,
represent our view of the desirability of certain
goals and activities. Value premises are variable
beliefs we hold and are therefore under our
control, we can choose, modify, discard, or
replace them (although they are often deeply
entrenched). Many organizations have sought to
identify and state the values they cherish (to
nurture, to foster).
Managers also have primary responsibility for
instilling three other elements into the OB
system- vision, mission, and goals.
Vision represents a challenging portrait of
what the organization and its members can
be- a possible, and desirable, future.
Managements need to create exciting
projections about where the organization
should go and what major changes lie ahead.
Once the vision is established, persistent and
enthusiastic communication is required to sell it
throughout the ranks of employees so they will
embrace it with commitment.
However, an organization also typically creates
a mission statements, which identifies the
business it is in, the market niches it tries to
serve, the types of customers it is likely to
have, and the reasons for its existence. Many
mission statements even include a brief listing
of the competitive advantages, or strengths,
that the firm believes it has. In contrast to
visions, mission statements are more
descriptive and less future-oriented.
Goals are relatively concrete formulations of
achievements the organization is aiming for
within set periods of time, such as one to five
years. Goal setting is a complex process, for top
management’s goals need to be merged with
those of employees, who bring their
psychological, social, and economic needs with
them to an organization.
Philosophy feeds into value premises, which help
shape vision. Vision is a stretching version of mission,
and goals provide a way to pinpoint targets for
achieving that mission. Together, philosophy, values,
vision, mission, and goals exist in a hierarchy of
increasing specificity (philosophy is most general;
goals are most specific).
They all help create a recognizable organizational
culture. This culture is also a reflection of the formal
organization with its formal policies, structures, and
procedures, and the existing social and cultural
(global) environment.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 Challenges and opportunities of organizational
behavior are massive and rapidly changing for
improving productivity and meeting business goals.
• Although the problems with organizations and the
solutions over the ages have not really changed,
the emphasis and surrounding environmental
context certainly have changed. • Although the
resulting lean and mean organizations offered some
short- run benefits in terms of lowered costs and
improved productivity, if they continued to do
business, as usual, they would not be able to meet
current or future challenges.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 The singular reason given for these frightening
times – the increasing danger of disruptive change.
• The nature of work is changing so rapidly that rigid
job structures impede the work to be done now, and
that may drastically change the following year,
month, or even week. Main challenges and
opportunities of organizational behavior are;
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 IMPROVINGPEOPLE’SSKILLS • Technological
changes, structural changes, environmental
changes are accelerated at a faster rate in the
business field. • Unless employees and executives
are equipped to possess the required skills to adapt
those changes, the targeted goals cannot be
achieved in time.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 IMPROVING QUALITY AND PRODUCTIVITY •
Quality is the extent to which the customers or
users believe the product or service surpasses their
needs and expectations. • For eg, Performance,
Features, Conformance, Reliability, Durability,
Services, Response, Reputations.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
TOTAL QUALITY MANAGEMENT(TQM) • It is a
philosophy of management that is driven by the
constant attainment of customer satisfaction through
the continuous improvement of all organizational
process. • The components of TQM are; (a) An intense
focus on the customer, (b) Concern for continual
improvement, (c) Improvement in the quality of
everything the organization does, (d) Accurate
measurement and, (e) Empowerment of employees
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
MANAGING WORK FORCE DIVERSITY • This refers
to employing different categories of employees who
are heterogeneous in terms of gender, race, ethnicity,
relation, community, physically disadvantaged, elderly
people etc. • The primary reason to employ
heterogeneous category of employees is to tap the
talents and potentialities, harnessing the
innovativeness, obtaining synergetic effect among the
divorce workforce.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
RESPONDINGTO GLOBALIZATION • Today’s
business is mostly market driven; wherever the
demands exist irrespective of distance, locations,
climatic Conditions, the business • operations are
expanded to gain their market share and to remain in
the top rank etc. Business operations are no longer
restricted to a particular locality or region.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
EMPOWERINGPEOPLE • The main issue is
delegating more power and responsibility to the lower
level cadre of employees and assigning more freedom
to make choices about their schedules, operations,
procedures and the method of solving their work-
related problems. • Encouraging the employees to
participate in work related decision will sizable
enhance their commitment to work. • Empowerment is
defined as putting employees in charge of what they
do by eliciting some sort of ownership in them.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
COPING WITH TEMPORARINESS
• In recent times, the product life cycles are slimming,
the methods of operations are improving, and
fashions are changing very fast. In those days, the
managers needed to introduce major change
programs once or twice a decade. • Today, change is
an ongoing activity for most managers. • The concept
of continuous improvement implies constant change.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 STIMULATING INNOVATION AND CHANGE •
Today’s successful organizations must foster
innovation and be proficient in the art of change;
otherwise, they will become candidates for
extinction in due course of time and vanished from
their field of business. • Victory will go to those
organizations that maintain flexibility, continually
improve their quality, and beat the competition to
the market place with a constant stream of
innovative products and services.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
EMERGENCEOF E-ORGANISATION& E- COMMERCE • It
refers to the business operations involving the electronic
mode of transactions. It encompasses presenting
products on websites and filling the order. • In this
process, the marketing and selling of goods and services
are being carried out over the Internet.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
  IMPROVINGETHICALBEHAVIOR • The complexity in
business operations is forcing the workforce to face
ethical dilemmas, where they are required to define
right and wrong conduct in order to complete their
assigned activities.
CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 IMPROVINGCUSTOMERSERVICE • OB can
contribute to improving an organizational
performance by showing drat how employees’
attitude and behavior are associated with customer
satisfaction. • To improve the customer service need
to provide sales service and also the after sales
service.
 CHALLENGES AND OPPORTUNITIES
OF ORGANIZATIONAL BEHAVIOR
 HELPING EMPLOYEES BALANCE WORK-LIFE
CONFLICTS • The typical employee in the 1960s or
1970s showed up at the work place Monday through
Friday and did his or her job 8 or 9-hour chunk of time.
• The workplace and hours were clearly specified.
That’s no longer true for a large segment of today’s
workforce.
 
THANK YOU!