CHAPTER 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOR

Organizational Behavior studies the factor that effect and influence individual
and group behavior in organizations. It provides a set of tools, theories, and concepts
to understand, analyze, and manage behavior in organizations. The study of
organizational behavior can improve and change individual, group, or organizational
behavior to attain individual, group or organizational goals.
In today 's business world, managers have to become more sensitive to a lot of
factors. In order to know how to handle a new workforce, and deal with the
complications of the dynamic environment, managers need to be well-informed about
attitudes and behavior of an individual and group in organization. Managers have to
find ways to motivate employees to align their goals with the organization's goals.
A manager's job is to use the tools of organizational behavior to increase
effectiveness in achieving its goals.
Organizational behavior also involves the study of what people think and feel
within the organization. This understanding of the mechanics of organizations will help
in predicting and influencing the behavior of others in organizational settings.
Organizational behavior is concerned with employee behavior related to work, attitude
and human performance. The organization's base hinges on management philosophy,
values, vision, and goals. These drive the organizational culture which is composed of
the formal organization, informal organization and the social environments. The culture
determines the type of leadership, communication, and group dynamics within the
organization. The workers perceive this is as the quality of work life, which directs their
degree of motivation. The final outcomes are performance, individual satisfaction,
personal growth, and development. All these elements combine to build the model or
framework that the organization operates from. Learning how to apply these concept,
theories, and techniques to improve behavior in organizations is primary goal of our
class.
* 7 Factors affecting Human Behavior:
1. Generics
2. Attitude
3. Abilities and Skills
4. Core Faith
5. Perception
6. Social Norms
7. Survival Instinct
* 3 Components of Attitudes:
 1. Affective
2. Conative
3. Cognitive
* 3 Factors Responsible for Attitude Formation:
1. Classical Conditioning
2. Operant Conditioning (Instrumental Conditioning)
3. Social Learning
* 7 Functions of the self-according to Allport:
1. Sense of Body
2. Self-Identity
3. Self-esteem
4. Self-extension
5. Self-image
6. Rational coping
7. Appropriate striving
* 3 Steps of Self-Regulation:
1. Self-observation
2. Judgment
3. Self-response
* 4 Kinds of motivation:
1. Biological motivation
2. Social Motivation
3. Personal Motivation
4. Higher motivation
* 4 Factors that Influence the Impact of Emotion:
1. Message of source features
2. Attitude accessibility
3. Issue Involvement
4. Personality
* 4 basic ways or functions according to Jung:
1. Sensing
2. Thinking
3. Intuiting
4. Feeling
 CHAPTER 2: GROUP BEHAVIOR
A group is a collection of individuals who have regular contact and frequent
interaction, possess common mutual influence and a feeling of camaraderie, who work
together to achieve a common set of goals.
2 types of groups:
a. Formal groups
b. Informal groups
*ADVANTAGES OF GROUP:
1. Lighten work load on management
2. Encourage Cooperation
3. Give Satisfaction and Stability to work groups
*DISADVANTAGES OF GROUP:
1. Encourage negative attitudes
2. Resist change
3. Lead to interpersonal and intergroup conflict
4. Weaken motivation and satisfaction
5. Operate outside of management's control
2 TYPES OF LEADERSHIP ROLE:
1. Task Leadership Role
a. Define a problem or goal for the group to accomplish.
b. Request facts, information, ideas, or opinions from members, while
also providing facts, information, ideas, or opinions.
c. Classify situations that are unclear and give some examples for further
clarification.
d. Summarize whether agreement has been reached on social roles.
2. Social Leadership Role
a. Encourage members to participate in the discussion and to recognize and
support their contributions.
b. Facilitate participation of all members and evaluate the group
effectiveness.
c. Provide enthusiasm and sense the mood of the group, and help members
become aware of it.
d. Reduce any conflict and tension and reconcile disagreement
BRAINSTORMING is a problem conference technique for encouraging creative thinking
in a group. It is an unrestrained participation in discussion of developing new ideas and
helping solve problems.
TYPES OF BRAINSTORMING:
1. Group Passing Technique
2. Team Idea Mapping Method
3. Electronic Brainstorming
4. Directed Brainstorming
5. Guided Brainstorming
6. Nominal Group Technique
7. Delphi Method

TEAM comprises a group of people linked by a common purpose. Team conduct tasks
that are high in complexity and have many interdependent subtasks.
Factors that Determine Team Effectiveness:
1. Right mix of skills
2. Right motivation
3. Ability to solve conflicts
CAUSES OF INTERPERSONAL CONFLICT:
1. Personality Differences
2. Perceptions
3. Clashes of Values and Interest
4. Competition
5. Power and Status Differences
6. Scarce Resources
7. Stereotype Behavior
8. Exploitation
APPROACHES IN RESOLVING CONFLICTS:
1. Dominating (win-lose)
2. Accommodating(lose-win)
3. Avoiding (lose-lose)
4. Problem-Solving(win-win)
5. Smoothing (Compromising)
6. Authoritative Command
7. Changing Certain Variables in the Workplace
 8. In house Alternative Dispute Resolution(ADR) Programs
PREPARING FOR A SUCCESSFUL NEGOTIATION:
1. Goals
2. Trades
3. Alternatives
4. Relationships
5. Expected Outcomes
6. Power
7. Possible Solutions
NEGOTIATION STYLES:
1. Accommodating
2. Avoiding
3. Collaborating
4. Competing
5. Compromising

CHAPTER 3: ORGANIZATIONAL BEHAVIOR

Organizational Behavior refers to the study and application of knowledge about
how people, as an individuals and groups, act and behave within the organization. It
strives to identify ways in which people act more effectively. The study of organizational
behavior can provide a useful set of tools to help managers look at the behavior of
individual within the environment. It also helps in the understanding of the complexities
which affect the interpersonal relationship.

*4 ELEMENTS THAT AFFECT ORGANIZATIONAL BEHAVIOR;

1. People- internal social system of the organization (individual and group with
different values and customs)
2. Structure- formal relationship and use of human resources/ people in the
organization.
3. Technology- provides the resource with which it affects the performance of the
people.
4. Environment- operates within an internal and external environment; influence
the attitude and provide competition.
*CONCEPTS OF ORGANIZATIONAL SYSTEM AND HUMAN BEHAVIOR:
1. Whole Person- every individual’s skills don’t exist apart from his background/
knowledge; emotional conditions aren’t separate from physical conditions;
management needs to care about the whole person, inside and outside the
firm.
2. Individual Differences- originally, the idea comes from psychology; each
person is unique and has distinct characteristics; management can motivate
employees by different ways.
3. Value of People- employees want to be value with enough opportunity for
them to develop themselves.
4. Perception- a unique way of seeing and doing things based on one’s
perspective.
5. Motivated Person- a psychological feature in which an individual acted upon
his/ her desired goal; inspiring and guiding the human resource by providing
different facilities to them.
6. Desire for Involvement- performing task, accomplishing the responsibilities
allotted to them and contribute to the company by using their talents, ideas,
and skills.
Social system- a complex set of human relationship in which individuals
interacts in a certain way.
“Behavior of an individual member is influenced by the group he
belongs to and his personal drive and aspirations.”

*5 MODELS OF ORGANIZATIONAL BEHAVIOR:

1. Supportive Model- the management supports its subordinates to grow;
depends on leadership other than money power; leadership with managerial
orientation.
2. Collegial Model- the management see his employees as colleagues/ buddies;
based on teamwork of a group; partnership within managerial orientation.
3. Custodial Model- depends on the organization itself; employees are focused
about the security and benefits they can get; security and tenor of money
within managerial orientation.
4. Autocratic Model- groups are obedient and dependent on their boss; focus on
strength, power and formality; employees have minimal performance because
the control is in the boss; power within managerial orientation.
5. System Model- takes the responsibilities on their own; helping the employees
in growing sense of community to create better products and services; foster
cooperation within managerial orientation.
*BASIC APPROACHES IN ORGANIZATIONAL BEHAVIOR:
1. Human Resources Approach- design with the growth and development to
achieve higher level of competency, creativity and fulfillment.
2. Contingency Approach- comprehensive analysis prior to action; based on the
premises of the organization.
3. Result Oriented Approach- seek for the output in the employees; ratio of
output to input is measured.
4. System Approach- a holistic approach; deals with a problem as a whole,
looking for the interrelation of every parts of the organization; analyzes in
relation to the whole organization.

*CULTURE AND ORGANIZATIONAL DEVELOPMENT:

TAYLOR defines culture as a complex whole which includes beliefs, laws,
art, morals, customs and other capabilities and habits acquired by man as member of a
society. It is social heritage which has been transmitted from one generation to another;
a. Organizational culture- set of assumptions, beliefs, values that are shared by
the members of the organization.
b. Socialization- a process where individual learns to the norm of the society
that plays a big part in the organization.
c. Values- expression of ultimate goal.
d. Social Responsibility- an ethical ideology; the obligation to act in the society
to maintain the balance of ecosystem.

FILIPINO VALUES- refer to the set of values that a majority of the Filipinos has
historically held important in their lives.
1. Pagpapahalaga sa Pamilya
2. Solidarity of the Family Unit- loyalty to elders; being intact with the relatives.
3. Clannishness- desire to be with other friends or peers to feel at home.
4. Social Acceptance- acceptance within the family or the inner circle of society;
trying to fit in with others.
5. Pakikisama- getting along with people without getting into a fight or conflict.
6. Utang ng Loob- debt of gratitude; align with system of obligation.
7. Conformity-
8. Hiya- shame with what you’ve done; embarrassed over something.
9. Bahala na- came from the word ‘bathala na’
 10. Hospitality- being friendly and welcoming towards other people.
11. Humility- being humble to other people.
12. Honor- honorable; palabra de honor; a man of word;

*SOCIAL CULTURE VALUES:

1. Work Ethics- the principle that hard work is intrinsically virtuous or worthy of
reward.
2. Cultural Adaptations- individual adjusting in language, religion, personal belief
from other place or country.
*CLASSIFICATION OF CULTURE:
1. High Context
2. Low Context
*INHIBITING FACTORS TO CULTURAL ADAPTATIONS:
1. Individual Differences- behavioral norm- reciprocal exchange of food,
service, word of honor; basic norm-cultural attitude, tradition, custom; social
values- interpersonal relationship with others; religious belief- diverse food
preference, background, habits, attitude.
2. Ethnocentrism- use of oneself and one culture in judging other.
3. Cultural Distance- range of differences between two countries with regards
to practices, tradition.
4. Cultural Shock- language, religion, custom, cultural orientations are different
from one place to another.

DIVERSITY- refers to the variety of observable and unobservable similarities and

differences among people.
*TYPES OF DIVERSITY:
1. Surface Level Diversity
2. Deep Level Diversity

*3 OTHER TYPES OF WITHIN GROUP DIVERSITY:

1. Separation Diversity
2. Variety Diversity
3. Disparity Diversity
*4 GENERATIONS AT WORKFORCE:
1. Seniors 1922 - 1943
2. Baby boomers 1943 - 1963
3. Generation X 1964 - 1980
4. Millennials 1980 – 2000

*DIVERSITY BARRIERS:
1. Like Me Bias
2. Stereo Types
3. Prejudice
4. Perceived Treat of Loss

*HOW TO PROMOTE DIVERSITY:

1. Top Management
2. Inclusive Environment
3. Fair

*COMPONENTS OF CULTURAL COMPETENCE:

1. Awareness
2. Attitudes
3. Skills

*ETHICAL ISSUES STEM FROM HOW EMPLOYEES TREAT THE ORGANIZATION:

1. Conflict of Interest
2. Secrets
3. Honesty
4. Internet Use
5. Time Off
 CHAPTER 4: MOTIVATION CONCEPTS

INTRODUCTION
The subject will discuss the what is motivation, meaning, definitions, nature,
scope, importance and way to motivate employees. It will identify four early theories of
motivation and evaluate their applicability today, Cognitive Evaluation Theory, compare
and contrast Goal- Setting Theory and Management by Objectives, compare
contemporary theories of motivation.

DEFINITION:
Motivation is the desire that exists within a person that causes that individual to act.

MEANING:
MOTIVATION is an art by which managers promote productivity in their
employees. Motivation is an internal factor that stimulate desired energy in people
to be continually entrusted and committed to a job, role or subject.

*NATURE OF MOTIVATION:
1. Motivation is an Ending Process – Man being a social animal has
unmeasurable want to satisfy which induce in to work.
2. Motivation is a Psychological Concept – come from the inside of an
individual; inner feeling balances the perception (ability to see, hear or
become aware of something) of individual.
3. The Whole Individual is Motivated – each individual is integrated or
organized as a whole and part of him cannot be motivated because it is a
psychological concept that conclude within a whole individual to act.
4. Frustrated Man Cannot Be Motivated – if a man fails in satisfying in his
basic needs he becomes frustrated and mentally ill.
5. Goals of Motivators – Goals and motives is inseparable; As soon as the
goal achieve, the man is not interested to work.
6. The Self-Concept as a Unifying Forces – runs through each individual
history; to drive or to actualize his own image. Two things that individual is
 always trying to do: to act like a person he thinks he is and to get what he
thinks he can.
7. Motivation is System Oriented – result of 3 group factors: Influence
operating within individual (goal needs values), influence operating within the
organization (organizational structure, has high technology, physical facilities,
nature of job), and forces operating in external environment (culture, custom
and norm of the society).
8. Motivation Can Be Positive or Negative – Positive (use of incentives such
as increase in pay, promotion for better work; the type where a person feels
when he expects a reward); Negative (emphasis in penalty such as decrease
in salary, threat in office; type of feeling when he expects punishment).

*IMPORTANCE OF MOTIVATION:
1. Set new goals
2. Focus on your dream
3. Stay Positive
4. Generate new ideas

*IMPORTANCE OF MOTIVATION IN AN ORGANIZATION;

1. Proper Utilization of Human Resources – Motivation induces man to work
and result in increase in production and productivity for the benefits of
organization
2. Best Utilization of other Resources – all other resources except human
resource can produce one result unless the man try to put them in action;
Utilizes to the best of their effort.
3. Willingness to Work – the function of motivation influences the willingness of
people to work, and willingness comes from within.
4. Building a Good Labor Relations – all the member of staffs concentrates
their efforts to achieve the objective of the organization and carry out the
plans in accordance with the policies and programs lay down by the
organization.
5. Basis of Co-operation – to produce more, the member will work as a team
to pull down the work effectively.
6. Improvement Upon Skill and Knowledge – motivation initiate the
improvement upon skills and behavior; all members will try to be as sufficient
as possible and to improve upon their skills and knowledge as much as
possible.
 7.Build Human Relations – the human concept of labor has change and now
laborers are treated as human being.
 HR AND MANAGERS ARE THE MAIN PERSON TO INITIATE AND
MOTIVATES THE EMPLOYEES.

*EMPLOYEE MOTIVATION: (how to motivate employees?)

1. Working Condition – conducive; spacious;
2. Company Policies – clear and concise; understandable
3. Status – position in the company
4. Relationship
5. Supervision – well supervise; boss supervise
6. Job Security
7. Pay and Benefits

*3 ELEMENTS OF MOTIVATION:
1. Intensity – how hard the person tries to work?
2. Direction – effort that a channel toward and consistent with org growth
3. Persistence – how long a person can maintain effort?

*EARLY THEORIES OF MOTIVATION:

1. Maslow's Hierarchy of Needs Theory
2. McGregor Theory X and Theory Y
3. Herzberg’s Two Factor Theory
4. McClelland’s Theory of Needs

*CONTEMPORARY THEORIES OF MOTIVATION:

1. Cognitive Evaluation Theory
2. Goal Setting Theory Management by Objectives
3. Self-Efficacy Theory
4. Reinforce Theory
5. Equity Theory – self-inside (the individual’s experience within their current
organization; experience in jobs are the same); self-outside (the individual’s
experience with other organizations; going out of the comfort zone); other-
 inside (others within the individual’s current organization); and other-outside
(others outside of the individual organization)
6. Expectancy Theory

Implementation: Management by Objectives

MBO is a systematic way to utilize goal-setting
Goals must be:
— Tangible
— Verifiable
— Measurable
4 Common Ingredients to MBO Programs:
— Goal Specify
— Participative Decision Making
— Explicit Time Period
— Performance Feedback