Human Behaviour physical actions of a person that 2.

makes a person highly

can be seen or heard such as smiling or whistling. competitive in the workplace.
3.
Organizational Behaviour the study of human
Effectiveness is a
behaviour in organization, of the interaction between
major attribute of successful organizations, as
individuals and the organization, and of the
well as individuals.
organization itself.
4.
people differ in the degree of common
sense they possess.
1. to systematically
describe how people behave under a variety
of conditions, and understand why people 1.
behave as they do. a. Scientific Management Approach by
2. to predict behaviour so Frederick W. Taylor
support can be provided to productive and b. Human Relation Approach by Elton Mayo
dedicated employees, and measures could and others
be instituted to control the disruptive and less
productive ones. a. Freuds model
3. to control the b. Behaviourist Approach by Watson and
behaviour of employees. As control is an Skinner
important component of effective c. Humanist Approach by Carl Rogers, Fritz
performance, the usefulness of OB must not Perls, and Abraham Maslow
be overlooked.
Frederick W. Taylor

- Disciple of scientific management

1. the internal social system of the - Primary purpose of scientific management
organization is composed of people application of scientific methods to increase
consisting of individual persons and groups. the individual workers productivity.
The individual person is inducted as a member - He used scientific analysis and experiment to
of a formal group, but soon, he or she may increase worker output. He did it be regarding
become a member of an informal group. individual as equivalent of machine parts and
2. the formal relationship of people in assigned them repetitive tasks.
the organization. It describes how job tasks
Elton Mayo and his team
are formally divided, grouped and
coordinated. - Conducted the Hawthorne studies in 1920
3. refers to the combination of - To determine what effect hours of work,
resources, knowledge and techniques with periods of rests and lighting might have on
which people work and affect the task that worker fatigue and productivity.
they perform. - It was discovered that the social environment
4. refers to the institutions or forces have an equivalent if not greater effect for on
outside the organizations performance. It productivity than the physical environment.
includes suppliers, customers, competitors, - He concluded that the social interaction is a
government regulatory agencies, public factor for increased productivity.
pressure groups, and the like.
Sigmund Freud

- Brought the idea that people are motivated

1. 2 types of skill by far more than conscious logical reasoning.
that a person need to succeed in his chosen - He believed that irrational motives make up
career: the hidden subconscious mind which
a. The skill in doing his work determines the major part of peoples
b. The skill in relating with people behaviour.
Watson

- Formulated the theory about learning

behaviour (behaviourism).
1. The public
- This theory indicates that a person can be
2. Interest groups
trained to behave according to the wish of
3. Organizations
the trainer.
4. The individuals personal moral and values
BF Skinner

- Extended Watsons theory with his own

behaviour modification
- He concluded that when people receive a 1.
positive stimulus like money or praise for what 2. people in the
they have done, they will tend to repeat their organization are expected to be fair and
behaviour. honest. Ethical behaviour demands that,
beyond obeying the law, they should not
Carl Rogers knowingly harm customers, clients, and
- Focused on the persons as an individual competitors through deception, coercion or
instead of the adhering to a rigid misrepresentation.
methodology. 3. people can become
- He believes that people should acquire their victims of organization that provides false and
own values and attitudes rather than be misleading information about their products
committed to a fixed set of prescribed goals and services.
4. people
Fritz Perls
may still be performing unethical acts
- Gestalt psychology wherein the person is seen
as being plagued by numerous split, or
CHAPTER 2
conflicting desires and needs, which dissipate Individual Differences refers to the variation in how
energy and interfere with that persons ability people respond to the same situation based on
to achieve his potential. personal characteristics.
- The object of Gestalt psychology is to
integrate conflicting needs into an organized
whole, in which all parts of a person work 1. People differ in productivity
together towards growth and development. 2. People differ in the quality of their work
Abraham Maslow 3. People react differently to empowerment
4. People react differently to any style of
- Espouses the idea of developing the leadership
personality toward the ultimate achievement 5. People differ in terms of need for contact with
of human potential (Self-actualization). other people
- The person must work his way up the 6. People differ in terms of commitment to the
succeeding steps of a hierarchy of needs. organization
Ethics refers to the set of moral choices of a person 7. People differ in terms of level of self-esteem
makes based on what he or she ought to do. Productivity refers to the rate of output per worker. It
Organizational Ethics moral principles that define differs from person to person.
right or wrong behaviour in organization Empowerment giving someone the power to do
Ethical Behaviour refers to the behaviour that is something
accepted as morally good and right as opposed to
bad and wrong.
1. Demographics
2. Aptitude and ability
3. Personality
 Aptitude capacity of a person to learn or acquire
skills
Demographic diversity performance in the
workplace and the behaviour of workers are Ability refers to an individuals capacity to perform
sometimes affected by the differences between the the various tasks in a job
demographic characteristics of individual workers. Physical Ability refers to the capacity of the
Sources of demographic diversity individual to do tasks demanding stamina, dexterity,
strength, and similar characteristics.
1. Gender
2. Generational differences and age 9 Physical abilities needed to perform certain
3. Culture tasks
1. the ability to exert
Gender difference the differences in the perception muscular force repeatedly or continuously
of male and female roles over time.
Men and women are not different along the 2. the ability to exert muscular
following: strength using trunk (particularly abdominal
muscles) muscles
a. Problem solving abilities
3. the ability to exert force
b. Analytical skills
against external objects
c. Competitive drive
4. the ability to expend a
d. Motivation
maximum of energy in one or a series of
e. Learning ability
explosive acts
f. Sociability
5. the ability to move the
Generational Difference a worker that belongs to a trunk and back muscles as far as possible.
certain generation may behave differently from a 6. the ability to make
worker who belongs to another. rapid, repeated flexing movements.
7. the ability to
coordinate the simultaneous actions of
different parts of the body
8. the ability to maintain equilibrium
despite forces pulling off balance
9. the ability to continue maximum
effort requiring prolonged effort over time
Dimensions of Intellectual Ability (4 subparts)
1. the capacity of a
person to acquire and apply knowledge
including solving problems.
2. refers to a persons ability
to relate effectively with others.
Culture refers to the learned and shared ways of 3. refers to a persons
thinking and acting among group of people or qualities such as understanding ones own
society. feelings, empathy for others, and the
regulation of emotion to enhance living.
Two dimensions of Culture
4. refers to an outsiders
a. the social environment of ability to interpret someones unfamiliar and
human- created beliefs, customs, knowledge, ambiguous behaviour the same way that
and practices that define conventional persons compatriot would.
behaviour in society.
Triarchic Theory of Intelligence an approach to the
b. the set of values,
study of intelligence developed by .
beliefs, and norms that is shared among
members of an organization.
3 important parts of intelligence 6. person with this kind of
intelligence has highly accurate
understanding of himself or herself.
- Also referred to as analytical intelligence
7. makes it possible for persons to
- Involves components (or mental
recognize and make distinctions among the
processes) used in thinking.
feelings, motives, and intentions of other, as in
- Traditional type of intelligence needed
managing people and parenting children.
for solving difficult problems with
8. person with this intelligence
abstract reasoning.
possesses the ability to seek patterns in the
external physical environment
- Also referred to as creative intelligence
- Focuses on how people perform on tasks
with which they have either little or no
previous experience or else great Personality the sum total of ways in which an
experience. individual reacts and interacts with others. The ways
- Type of intelligence that is required for are the patterns of behaviour that are consistent and
imagination and combining things in enduring.
novel ways Hereditary the limits by which environment can
develop personality characteristics.
- Also known as practical intelligence
Hereditary factors determined at conception
- Type of everyday intelligence or street
1. Physical stature
smarts.
2. Facial attractiveness
- Requires adapting to, selecting, and
3. Gender
shaping our real world environment.
4. Temperament
- Incorporates the ideas of common
5. Muscle composition and reflexes
sense, wisdom, and street smarts.
6. Energy level
Theory of Multiple Intelligence a very useful means 7. Biological rhythms
of understanding intelligence. Environmental factors those that exert pressures
8 different components of intelligence which the on the formation of an individual personality.
individual possesses in varying degrees 1. the established norms,
attitudes, and values that are passed along
1. people who possess this from one generation to the next and creates
components of intelligence is sensitive to consistency over time.
language, meaning, and the relations among 2. those that reflect family life,
words religion, and the many kinds of formal and
2. covers abstract informal groups in which the individual
thought, precision, counting, organization, participates throughout his life.
and logical structure, enabling the individual 3. indicates that the
to see relationship between objects and solve individual will behave differently in different
problems such as those in algebra and situations
actuarial concerns Personality Factors and Traits
3. gives people the capacity to create
and understand meanings made out of - Characterized one as calm, self-
sounds and to enjoy different types of music confident, and secure
4. enables people to perceive and - In opposite, emotional instability,
manipulate images in their brain and to re- characterized by nervousness,
create them from memory, such as in making depression, and insecurity
graphic designs.
5. enables people to use
their body and perceptual and motor systems
in skilled ways, such as dancing, playing
sports, and expressing emotion through facial
expressions.
 2. the passion to work for reasons
- Describing someone who is sociable, that go beyond money or status.
gregarious, assertive 3. the ability to respond to the
- In opposite, introversion, describes a unspoken feelings of other.
person who tends to be reserved, timid, 4. the awareness of ones own
and quiet. personality or individuality
5. the proficiency to manage
- Describing a person who is imaginative, relationships and building networks
cultured, curious, original, broad- More on Physical Ability
minded, intelligent, and artistically a. Other aspects that make individuals different
sensitive from each other.
- In opposite, the person who is 1. people differ in what they
conventional and finds comfort in the actually see
familiar. 2. people differ in their
ability to hear. Some people may not be
- Refers to the persons interpersonal able to distinguish one tone from another.
orientation 3. a persons tongue may be
- Agreeable person is cooperative, warm, sensitive to various tastes and this make
and trusting him or her different from another person
- In opposite, person who is not agreeable who is less sensitive to taste
is cold, disagreeable and antagonistic. 4. people have different
degrees of sensitivity to smell
- Refers to a persons reliability 5. a persons sense of touch
- Those with high degree of may differ in degree with another person
conscientiousness are responsible,
organized, dependable, and persistent.
- Those with a low degree of
conscientiousness are easily distracted,
disorganized, and unreliable.

- reflects a persons ability to adjust his or

her behaviour to external, situational or
environmental factors

- Persons willingness to take risk and

pursue thrills that sometimes are required
in the workplaces

- The tendency to experience positive

emotional states and to typically believe
that positive outcomes will be
forthcoming from most activities

Emotional Intelligence/ Emotional Quotient (EQ)

- Introduced by
- Refers to the ability of the person to
accurately perceive, evaluate, express and
regulate emotions and feelings

5 components of EQ

1. the ability to calm down

anxiety, control impulsiveness, and react
appropriately to anger.