Fundamentals of

Organizational Behavior

Jo-Anne Marie G. Mosquera

M PA S t u d e n t
PA 2 1 0
 OBJECTIVES:
a ) K n o w t h e h i s t o r i c a l d e v e l o p m e n t o f t h e fi e l d
o f o r g a n i z a ti o n a l b e h a v i o r t o w a r d s
u n d e r s t a n d i n g i t s c o n t e x t s a s a p p l i e d i n t o d a y ’s
o r g a n i z a ti o n ;
b ) I d e n ti f y a n d u n d e r s t a n d t h e f u n d a m e n t a l a n d
k e y a s s u m p ti o n s , c o n c e p t s a n d p r i n c i p l e s o f
o r g a n i z a ti o n a l b e h a v i o r ;
c)Know and appreciate the nature of people and
n a t u r e o f o r g a n i z a ti o n s
What is Organizational
Behavior?

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Historical Development of
Organizational Behavior
• Scientific Management (late 19th century):
• Hawthorne Studies (1924-1932):
• Human Relations Movement (1930s-1950s):
• Systems Theory (1950s-1960s):
• Contingency Approach (1960s-1970s):
• Organizational Culture (1980s):
• Contemporary Trends:
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 Scientific Management FR
(late 19th century)

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Hawthorne Studies (1924-1932)

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Human Relations Movement (1930s-1950s):

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Systems Theory (1950s-1960s)

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Contingency Approach (1960s-1970s)

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Organizational Culture (1980s)

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Contemporary Trends

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Key Behavioral Science
Assumptions, Concepts, and Principles:

Assumptions:

• Individuals are rational beings who make decisions based on their self-interest.
• People's behavior is influenced by both internal (psychological) and external (social) factors.
• Individuals have different needs, motivations, and values that shape their behavior.
• People are capable of learning and adapting to their environment.

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 Concepts: FR

• Motivation: The internal and external factors that drive individuals to engage in certain behaviors.
• Perception: How individuals interpret and make sense of their environment.
• Personality: The unique combination of traits, characteristics, and behaviors that differentiate
individuals.
• Group Dynamics: The interactions, relationships, and processes that occur within groups.
• Leadership: The process of influencing and guiding others to achieve organizational goals.
• Communication: The exchange of information, ideas, and emotions between individuals or groups.
• Power and Influence: The ability to exert control, authority, or persuasion over others.

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Principles:
• Equity: Fairness in the distribution of resources, rewards, and opportunities.
• Diversity: Embracing and valuing individual differences to create a more inclusive
and productive organization.
• Empowerment: Granting individuals the authority, autonomy, and resources to
make decisions and take ownership of their work.
• Ethics: Upholding moral and ethical principles in decision-making and behavior.
• Organizational Justice: Ensuring fairness in organizational processes, procedures,
and outcomes.

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The Nature of People
• Individual Differences: People differ in terms of personality traits, values, attitudes,
skills, and abilities. These differences influence their behavior, motivation, and
performance in the workplace.
• Motivation: People are driven by a variety of needs, such as achievement, affiliation,
and power. Motivation can vary among individuals and can be influenced by internal
and external factors.
• Perception: Individuals interpret and make sense of their environment based on
their perceptions. Perceptions can be subjective and can shape their attitudes and
behaviors.
• Learning and Adaptation: People have the ability to learn from experience and
adapt their behavior accordingly. Learning can occur through various mechanisms,
such as observation, imitation, and reinforcement.
• Social Nature: Humans are social beings who form relationships and interact with
others. Social interactions within organizations influence behavior, group dynamics,
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and organizational culture.
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The Nature of Organizations
• Goals and Objectives: Organizations exist to achieve specific goals and objectives. These goals may include
profitability, market share, social impact, or a combination of factors.
• Structure: Organizations have formal structures that define roles, responsibilities, and reporting relationships. The
structure can be hierarchical, matrix-based, or networked, depending on the organization's design.
• Culture: Organizational culture represents the shared values, beliefs, and norms that guide behavior within the
organization. It influences how individuals perceive and respond to their work environment.
• Communication: Effective communication is vital for coordination, collaboration, and information sharing within
organizations. Communication channels can be formal or informal, and they impact organizational effectiveness.
• Change: Organizations need to adapt and respond to external and internal changes. Change management is
essential to ensure organizational survival and growth.
• Systems Perspective: Organizations are viewed as complex systems with interdependent components. Changes in
one part of the system can have ripple effects throughout the organization.
• External Environment: Organizations operate within a broader external environment, which includes factors such as
market conditions, technological advancements, legal and regulatory frameworks, and socio-cultural influences.
The external environment can impact the organization's strategy, structure, and performance.

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