Chapter 1:

An Overview of
Human Behavior in
Organization
 ●Any act of an individual person
which is considered human
NATURE behavior is a reflection of his
thoughts, feelings and emotions.
OF
●It mirrors his needs, values,
HUMAN motivation, inspiration, conflicts
BEHAVIOR and state of life. Behavior,
therefore, consists of all human
activities.
 Human Behavior refers to the
physical actions of a person that
can be seen or heard.

What is
It is exhibited with thoughts,
Human feelings, emotions and sentiments.
Behavior?

It can be similar or different when

he is in or out of organizations.
 ● Refers to the range of
behaviors exhibited
by humans, and
which are influenced
by
● culture,
NATURE ● attitudes,
OF ● emotions,
● values,
HUMAN ● ethics,
● authority,
BEHAVIOR ● rapport,
● hypnosis,
● persuasion,
● coercion and
● genetics.
 ●The behavior of humans (and
other organisms or even
mechanisms) falls within a
range with some behavior
NATURE ●being common,
OF ●some unusual,
HUMAN ●some acceptable, and
●some outside acceptable
BEHAVIOR limits.

Example: Reaction to Stress

SCOPE OF
HUMAN GENETICS:
BEHAVIOR Behavior is impacted by
certain traits each
individual has.
SCOPE OF HUMAN BEHAVIOR

● Social norms also impact behavior. Due to the

inherently conformist nature of human society
in general, humans are pressured into following
certain rules and display certain behaviours in
society, which conditions the way people
behave.
ORGANIZATIONAL
BEHAVIOR
Organizational behavior (OB) is the
study of human behavior in
organizational settings, the interface
between human behavior and the
organization, and the organization itself.
Organizational Behavior is
a field of study that
investigates the impact
that individuals, groups,
and structure have on
behavior within
organizations for the
purpose of applying such
knowledge towards
improving an
organization's
effectiveness.
 To explain/understand behavior;
• OB needs to systematically describe
THE how people behave under a variety of
GOALS conditions and understand why people
behave as they do.
OF OB
To predict behavior; and

To control behavior.
 • People
The • Structure
Elements of • Technology
OB
• Environment
 Development of people skills;

The Personal growth;

benefits of
studying Enhancement of organizational
OB: and individual effectiveness; and

Sharpening and refinement of

common sense.
 Two types of skills
that a person will
1. need to succeed in his
Developmen chosen career:
t of people
skills: • The skill in doing his work;
and
• The skill in relating with
people
A person who is much
adept in the performance
of his work may be
successful up to a certain
extent, but he will require
another skill to make other
people believe that he
should be more successful
than his current
achievement.
 It makes a person highly competitive in
the workplace.

Personal A person who strives to know himself

Growth better is entering the realm of
intrapersonal intelligence.
Sharpening and People differ in the
Refinement of degree of common sense
Common Sense
they possess.
 The
Human
relations
The Scientific
approach Management Approach
The Human Relations
History of Approach
Organizational The
Behavior Personality Freud’s model
theories

The Behaviorist approach

The humanist approach

 The Father of Scientific Management

Frederick W. He used scientific analysis and

Taylor experiment to increase worker output.

Taylor did it by regarding individuals as

equivalent of machine parts and
assigned them specific repetitive tasks.
 Hawthorne studies in
1920
• Determine what effect hours of
Elton work, periods of rests and
Mayo lighting might have on worker
fatigue and productivity.
• Mayo concluded that social
interaction is a factor for
increased productivity.
 ●Freud believed that irrational
motives make up the hidden
subconscious mind, which
Sigmund determines the major part of
people’s behavior.
Freud
●fears, violent motives, immoral
urges, selfish
needs, irrational wishes
Formulated the theory of
learned behavior. John
Broadus
(J.B)
This theory indicates that a
person can be trained to Watson
behave according to the wish
of the trainer.
 Theory of behavior modification
Burrhus He concluded that when people
receive a positive stimulus like money or
Frederic (B.F) praise for what they have done, they will
Skinner tend to repeat their behavior. When they are
ignored and receive no response to the
action, they will not be inclined to repeat it.
 Focused on the person as an individual
instead of adhering to a rigid methodology.

Carl He believes that people should acquire their

own values and attitudes rather than be
Rogers committed to a fixed set of prescribed goals.

The more self-directed and aware people

are, the better they can develop their own
individual values and adapt to a changing
environment.
 Gestalt Psychology

Fritz Perls The person is seen as being plagued

by numerous split, or conflicting desires
and needs, which dissipate energy and
interfere with that person’s ability to
achieve his potential.

Its objective is to integrate conflicting

needs into an organized whole, in which all
parts of a person work together towards
growth and development.
Abraham
Maslow
• He referred to
self- actualization

• To achieve this
objective, the
person must work
his way up to the
succeeding steps
of a hierarchy of
needs.
WHAT IS ETHICS?

Ethics refers to
the set of moral
choices a
person makes
based on what
he or she ought
to do.
WHAT IS ORGANIZATIONAL
ETHICS?

●These are moral principles that define

right or wrong behavior in
organizations.
 ●Ethical behavior refers to
What is the behavior that is
accepted as morally
Ethical “good” and “right” as
Behavior? opposed to “bad” and
“wrong”.
 THE PUBLIC

CONSTITUTES
RIGHT AND
WRONG
BEHAVIOR IN
INTEREST GROUPS
ORGANIZATION

THE
INDIVIDUAL’S
ORGANIZATIONS PERSONAL
MORALS AND
VALUES
 CONFLICT OF INTEREST e.g. Purchasing
Officer

FAIRNESS AND HONESTY e.g. Traffic

enforcer
ETHICAL
ISSUES COMMUNICATION e.g. product offering

RELATIONSHIPS WITHIN THE

ORGANIZATION e.g. supervisor vs.
employee credit of work
THANK
YOU!!!