EDUC.

651
Human Behavior in
Organization

Prof. Khadaffi Abbas

Submitted by:
ALENA V. SANDOY

INTRODUCTION
 This is a course in the diagnosis & management of human behavior
in organizations. One of the most important keys to your success as a
manager is the ability to generate energy & commitment among people
within an organization and to channel that energy and commitment
toward critical organizational goals. Doing this requires a thorough
understanding of the root causes of human attitudes & behavior and how
they are influenced by your actions as a manager and by the surrounding
organizational context. Thus, the course seeks an understanding of human
behavior in hopes that such an understanding will enhance management
practice. It is designed to include both individual level and organizational
level concepts to enable students to develop an understanding of both
psychological and contextual factors that affect behavior in the workplace.

Organizational management is inevitably and necessarily a management

of people. The
task of managing people requires making sense of the way they think, act
and feel not only in the
individual level but in the overall organizational context. This is to say that
understanding human
behavior in the organization is critical to the achievement of its goals and
its long-term success.
In this light, there is much to gain from studying organizational behavior
(OB). Specifically, the
study of organizational behavior can help me become an effective future
manager. OB
knowledge is a guide to an effective communication with subordinates
and all other stakeholders
in the organization. Managers need to understand every context and
motivations behind actions
and decisions in order to communicate effectively. Moreover,
understanding behavior can lead to
an informed and wise decision-making. In other words, OB theories and
knowledge are tools for
managers in knowing what to do, when to do it and how to do it. As such,
OB knowledge “helps
people get things done in organizations” (McShane, 2012, p.6).
Understanding human behavior in organizations is an on-going process.
Currently, the
level of understanding I have is a work in progress since much of this
understanding is based on
an external objective observation. While making sense of the thoughts
and feelings of people in
an organization can be taken objectively from an outsider’s point of view,
a more comprehensive
view can only be taken from the inside. At some point in time, I was
connected to a specific
organization but not at the moment. On another note, one fundamental
reality I came to
understand about people’s behavior in organizations is that there is a
certain pattern that is
exhibited either collectively or individually. Identifying and recognizing
this pattern is a key to a
proper response and crucial to effective management.
On a personal level, there are moments in life when an action or behavior
of another
person comes as a surprise mostly because it is unexpected or different
from what we imagined.
For example, in the previous organization I was connected with, many of
my co-workers are
complaining about how some policies that are advantageous to the
employees are not properly
implemented. Clearly, they were clamoring for a change of management.
So, when a new human
resource manager was employed and sought to implement some changes
across the board and all
human resource areas that were neglected, my initial thought was that
the change would be
welcomed and accepted by those who were complaining. Contrary to my
expectation, there was
a strong resistance to the new and supposedly better policies that were
planned to be
implemented. This resistance was explicitly manifested by my co-
employees during the
information dissemination conference set up by the administration. This
resistance was
unexpected since it was clear that they wanted some changes in the
management of the
organization. What accounts for the unexpected behavior is the lack of
initiative to understand
the perspectives of the employees by allowing them to be involved in the
planning and initial
diagnosis of problems for the change management process. At the initial
stage of identifying the
problem and the change that is needed, consultation with the employees
and team leaders would
have sent the message that the change initiative would authentically
address their issues and
concerns.
Organizational management is inevitably and necessarily a management
of people. The
task of managing people requires making sense of the way they think, act
and feel not only in the
individual level but in the overall organizational context. This is to say that
understanding human
behavior in the organization is critical to the achievement of its goals and
its long-term success.
In this light, there is much to gain from studying organizational behavior
(OB). Specifically, the
study of organizational behavior can help me become an effective future
manager. OB
knowledge is a guide to an effective communication with subordinates
and all other stakeholders
in the organization. Managers need to understand every context and
motivations behind actions
and decisions in order to communicate effectively. Moreover,
understanding behavior can lead to
an informed and wise decision-making. In other words, OB theories and
knowledge are tools for
managers in knowing what to do, when to do it and how to do it. As such,
OB knowledge “helps
people get things done in organizations” (McShane, 2012, p.6).
Understanding human behavior in organizations is an on-going process.
Currently, the
level of understanding I have is a work in progress since much of this
understanding is based on
an external objective observation. While making sense of the thoughts
and feelings of people in
an organization can be taken objectively from an outsider’s point of view,
a more comprehensive
view can only be taken from the inside. At some point in time, I was
connected to a specific
organization but not at the moment. On another note, one fundamental
reality I came to
understand about people’s behavior in organizations is that there is a
certain pattern that is
exhibited either collectively or individually. Identifying and recognizing
this pattern is a key to a
proper response and crucial to effective management.
On a personal level, there are moments in life when an action or behavior
of another
person comes as a surprise mostly because it is unexpected or different
from what we imagined.
For example, in the previous organization I was connected with, many of
my co-workers are
complaining about how some policies that are advantageous to the
employees are not properly
implemented. Clearly, they were clamoring for a change of management.
So, when a new human
resource manager was employed and sought to implement some changes
across the board and all
human resource areas that were neglected, my initial thought was that
the change would be
welcomed and accepted by those who were complaining. Contrary to my
expectation, there was
a strong resistance to the new and supposedly better policies that were
planned to be
implemented. This resistance was explicitly manifested by my co-
employees during the
information dissemination conference set up by the administration. This
resistance was
unexpected since it was clear that they wanted some changes in the
management of the
organization. What accounts for the unexpected behavior is the lack of
initiative to understand
the perspectives of the employees by allowing them to be involved in the
planning and initial
diagnosis of problems for the change management process. At the initial
stage of identifying the
problem and the change that is needed, consultation with the employees
and team leaders would
have sent the message that the change initiative would authentically
address their issues and
concerns.
Organizational management is inevitably and necessarily a management
of people. The
task of managing people requires making sense of the way they think, act
and feel not only in the
individual level but in the overall organizational context. This is to say that
understanding human
behavior in the organization is critical to the achievement of its goals and
its long-term success.
In this light, there is much to gain from studying organizational behavior
(OB). Specifically, the
study of organizational behavior can help me become an effective future
manager. OB
knowledge is a guide to an effective communication with subordinates
and all other stakeholders
in the organization. Managers need to understand every context and
motivations behind actions
and decisions in order to communicate effectively. Moreover,
understanding behavior can lead to
an informed and wise decision-making. In other words, OB theories and
knowledge are tools for
managers in knowing what to do, when to do it and how to do it. As such,
OB knowledge “helps
people get things done in organizations” (McShane, 2012, p.6).
Understanding human behavior in organizations is an on-going process.
Currently, the
level of understanding I have is a work in progress since much of this
understanding is based on
an external objective observation. While making sense of the thoughts
and feelings of people in
an organization can be taken objectively from an outsider’s point of view,
a more comprehensive
view can only be taken from the inside. At some point in time, I was
connected to a specific
organization but not at the moment. On another note, one fundamental
reality I came to
understand about people’s behavior in organizations is that there is a
certain pattern that is
exhibited either collectively or individually. Identifying and recognizing
this pattern is a key to a
proper response and crucial to effective management.
On a personal level, there are moments in life when an action or behavior
of another
person comes as a surprise mostly because it is unexpected or different
from what we imagined.
For example, in the previous organization I was connected with, many of
my co-workers are
complaining about how some policies that are advantageous to the
employees are not properly
implemented. Clearly, they were clamoring for a change of management.
So, when a new human
resource manager was employed and sought to implement some changes
across the board and all
human resource areas that were neglected, my initial thought was that
the change would be
welcomed and accepted by those who were complaining. Contrary to my
expectation, there was
a strong resistance to the new and supposedly better policies that were
planned to be
implemented. This resistance was explicitly manifested by my co-
employees during the
information dissemination conference set up by the administration. This
resistance was
unexpected since it was clear that they wanted some changes in the
management of the
organization. What accounts for the unexpected behavior is the lack of
initiative to understand
the perspectives of the employees by allowing them to be involved in the
planning and initial
diagnosis of problems for the change management process. At the initial
stage of identifying the
problem and the change that is needed, consultation with the employees
and team leaders would
have sent the message that the change initiative would authentically
address their issues and
concerns.
Organizational management is inevitably and necessarily a
management of people. The task of managing people requires making
sense of the way they think, act and feel not only in the individual level
but in the overall organizational context. This is to say that understanding
human behavior in the organization is critical to the achievement of its
goals and its long-term success. In this light, there is much to gain from
studying organizational behavior (OB). Specifically, the study of
organizational behavior can help me become an effective future manager.
OB knowledge is a guide to an effective communication with subordinates
and all other stakeholders in the organization. Managers need to
understand every context and motivations behind actions and decisions in
order to communicate effectively. Moreover, understanding behavior can
lead to an informed and wise decision-making. In other words, OB theories
and knowledge are tools for managers in knowing what to do, when to do
it and how to do it.

Understanding human behavior in organizations is an on-going

process. Currently, the level of understanding I have is a work in progress
since much of this understanding is based on an external objective
observation. While making sense of the thoughts and feelings of people in
an organization can be taken objectively from an outsider’s point of view,
a more comprehensive view can only be taken from the inside. At some
point in time, I was connected to a specific organization but not at the
moment. On another note, one fundamental reality I came to understand
about people’s behavior in organizations is that there is a certain pattern
that is exhibited either collectively or individually. Identifying and
recognizing this pattern is a key to a proper response and crucial to
effective management.

On a personal level, there are moments in life when an action or

behavior of another person comes as a surprise mostly because it is
unexpected or different from what we imagined. For example, in the
previous organization I was connected with, many of my co-workers are
complaining about how some policies that are advantageous to the
employees are not properly implemented. Clearly, they were clamoring for
a change of management. So, when a new human resource manager was
employed and sought to implement some changes across the board and
all human resource areas that were neglected, my initial thought was that
the change would be welcomed and accepted by those who were
complaining. Contrary to my expectation, there was a strong resistance to
the new and supposedly better policies that were planned to be
implemented. This resistance was explicitly manifested by my co-
employees during the information dissemination conference set up by the
administration. This resistance was unexpected since it was clear that
they wanted some changes in the management of the organization. What
accounts for the unexpected behavior is the lack of initiative to
understand the perspectives of the employees by allowing them to be
involved in the planning and initial diagnosis of problems for the change
management process. At the initial stage of identifying the problem and
the change that is needed, consultation with the employees and team
leaders would have sent the message that the change initiative would
authentically address their issues and concerns.

REVIEW LITERATURE
Organizational communication is studied in the literature in detail by considering
many aspects. In general, organizational communication included two main
dimensions; communication with coworker sand communication with managers.

Communication with coworkers play an important role in the organization, it

improves the understanding between employee and helps them to do the right
things in the right ways and commit to improvement. It has been recognized that
effective and appropriate communication is a vital ingredient in the success of any
change program (Kotter, 1995). Internal communication represents the

communication and interactions between the employees and members of an

organization. Traditionally, internal communication was defined as “communication
with employees internally within the organization” (Cornelissen, 2008).

Kreps (1990) defined organizational communication as the process whereby

members gather pertinent information about their organization and the changes
occurring within it. The primary objective is to inform the workforce about their tasks
and the policy issues of the organization (De Ridder, 2003; Francis, 1989). It is
defined as “transmitting news about the work from organization to employees and
through employees (Phattanacheewapul & Ussahawanitchakit, 2008; Chen, J. C.,
Silverthone, C., & J.Y. Hung 2005)

To build a strong organization, the individual makes an unshakable commitment to

increase the value provided by doing the right work in the right way with continuous
monitoring of processes and structured coaching for everyone (Markovit,
2016). More than one “right” words appeared here, it shows the relationship
between communication and behavior. It is assumed that with right communication,
the employees have more right attitudes about the organization lead to increasing
their productivity and the organization should be more effective. An employee’s
performance depends on what is and what is not proper among his or her peers,
which in turn affects that individual’s behavior and motivation to participate in and
contribute to the organizational framework (Asimkhan, 2005).

Communication is the human activity that links people together and creates
relationship (Duncan& Moriaty, 1998). The effective communication help employee
in an organization connects and understand
each other. There are many ways to communicate with coworkers like discussing,
email, meeting… No matter what is management functions, planning, organizing,
leading or controlling, it all need an effective communication to get effective results.
Every department in an organization needs through communication to reach the
common goals.

At the management level, to develop a competitive advantage for organiz

ational performance andimprovement, we need an effective communication
system. (Gray and Laidlaw, 2002) state that leaders need to enact strategies to
improve communication that could lead to positive work consequences. The
effective communication will assist organization manages diversity by promoting
equality and integration in the workplace. Leadership styles can be the difference,
but obviously that if the leader has good communication with the employees,
effectiveness will be high on the part of the employees. The effective
communication from management level also expressed in their behavior. (Podsakoff
et al, 1990) said that leadership behavior can affect trust and satisfaction of
employees to the organization and organizational citizenship behavior further
enhances the relationship between leadership style and organizational commitment
directly.

On the other hand, the conflict between organization also known as conflict within
the individuals. The conflict within the individual is usually started from the difference
of opinions, the competitive and the diversity in work place. Immigration and
globalization, combined with new civil rights laws and changes in public opinion,
have resulted in vastly increased workplace diversity in the last half-century
(Stockdale, M. & Crosby, F. 2004).

According to (Kazimoto, 2013) workplace conflict is described

as the presence of discord that occurs when goals, interests or values of
different individuals or groups are incompatible and frustrate each other attempt to
achieve objectives in an organization. I had conducted a group discussion with some
staffs in my previous company seeking their opinions about “how conflict impacts
their performance”. Discuss the conflict, they think that there is not much conflict in
the company. According to the company culture and principles, the first standard to
evaluate their performance is “attitude”, not their “ability” or “working result”. They
express that they don’t feel the conflict while working there, the company don’t
need them to innovation or be different. So, in this company, the ability is not the
first standard, and it seems that they don’t need you to be aggressive, positive, and
active… they just need to obey leader commands and do exactly what the bosses
say.

This is quite influenced by their behavior and trait, after times they may lose their
innovation ability and become de-motivation and dissatisfy. In this situation, a
conflict which comes from competitive and differentiation have been the necessary
elements to make the improvement of a particular organization. In contrast, if there
are too many negative conflicts in the organization but there is no appropriate
management, it may be affecting the organization by turning the positive
competitiveness among staffs into negative hysterical jealousy. It can lead to
negative deviant behavior. Workplace deviant behavior is pervasive and brings
harmful implications to individuals, groups and organizations (Mazni et al. 2013). Be
aware of potential conflicts, determines whether it will generate a positive or
negative effect on the organizational performance and immediately explain to avoid
negative conflicts is an effective way to manage conflict in the workplace. According
to Rahim (2002), conflict management involves designing effective strategies to
minimize the dysfunctions of conflict and enhance the constructive functions in
order to optimize learning and effectiveness of an organization. its management.

ORGANIZATIONAL BEHAVIOR STUDY METHODS

Organizational behavior can be studied using a variety of methods to
collect data. Surveys are a popular research method in organizational
behavior research. They involve asking individuals to answer a set of
questions, often using a Likert scale. The goal of the survey is to gather
quantitative data on attitudes, behaviors, and perceptions related to a
particular topic. In a similar manner, companies may perform interviews
to gather data about individuals' experiences, attitudes, and perceptions.

Companies can also gather data without directly interacting with study
subjects. Observations involve watching individuals in real-life settings to
gather data on their behaviors, interactions, and decision-making
processes. Meanwhile, a company can perform case studies to perform
an in-depth examination of a particular organization, group, or individual.

In situations where there isn't really precedent, companies can study

organizational behavior by running experiments. By manipulating one or
more variables at a time to observe the effect on a particular outcome, a
company can get the best sense of how organizational behavior tweaks
change employee disposition.

DISCUSSION
What Is Organizational Behavior (OB)?
Organizational behavior is the academic study of how people interact
within groups. The principles of the study of organizational behavior are
applied primarily in attempts to make businesses operate more
effectively.

Understanding Organizational Behavior (OB)

The study of organizational behavior includes areas of research dedicated

to improving job performance, increasing job satisfaction, promoting
innovation, and encouraging leadership. Each has its own recommended
actions, such as reorganizing groups, modifying compensation structures,
or changing methods of performance evaluation.

Organizational Behavior Origins

The study of organizational behavior has its roots in the late 1920s, when
the Western Electric Company launched a now-famous series of studies of
the behavior of workers at its Hawthorne Works plant in Cicero, Ill.

Researchers there set out to determine whether workers could be made

to be more productive if their environment was upgraded with better
lighting and other design improvements. To their surprise, the
researchers found that the environment was less important than social
factors. It was more important, for example, that people got along with
their co-workers and felt their bosses appreciated them.

Those initial findings inspired a series of wide-ranging studies between

1924 and 1933.They included the effects on productivity of work breaks,
isolation, and lighting, among many other factors.

The Hawthorne Effect—which describes the way test subjects' behavior

may change when they know they are being observed—is the best-known
study of organizational behavior. Researchers are taught to consider
whether or not (and to what degree) the Hawthorne Effect may skew their
findings on human behavior.
Organizational behavior was not fully recognized by the American
Psychological Association as a field of academic study until the 1970s.
However, the Hawthorne research is credited for validating organizational
behavior as a legitimate field of study, and it's the foundation of
the human resources (HR) profession as we now know it.

Evolution of Organization Behavior

The leaders of the Hawthorne study had a couple of radical notions. They
thought they could use the techniques of scientific observation to
increase an employee's amount and quality of work, and they did not look
at workers as interchangeable resources. Workers, they thought, were
unique in terms of their psychology and potential fit within a company.

Over the following years, the concept of organizational behavior widened.

Beginning with World War II, researchers began focusing on logistics and
management science. Studies by the Carnegie School in the 1950s and
1960s solidified these rationalist approaches to decision-making.

Today, those and other studies have evolved into modern theories of
business structure and decision-making. The new frontiers of
organizational behavior are the cultural components of organizations,
such as how race, class, and gender roles affect group building and
productivity. These studies take into account how identity and
background inform decision-making.

Learning Organizational Behavior

Academic programs focusing on organizational behavior are found in

business schools, as well as at schools of social work and psychology.
These programs draw from the fields of anthropology, ethnography, and
leadership studies, and use quantitative, qualitative, and computer
models as methods to explore and test ideas.

Depending on the program, one can study specific topics within

organizational behavior or broader fields within it. Specific topics covered
include cognition, decision-making, learning, motivation, negotiation,
impressions, group process, stereotyping, and power and influence. The
broader study areas include social systems, the dynamics of change,
markets, relationships between organizations and their environments,
how social movements influence markets, and the power of social
networks.

Organizational Behavior and HR

Organizational behavior is an especially important aspect to human

resources. By better understanding how and why individuals perform in a
certain way, organizations can better recruit, retain, and deploy workers
to achieve its mission. The specific aspects of organizational behavior
relating to HR are listed below.

Recruitment

Organizational behavior research is used to identify the skills, abilities,

and traits that are essential for a job. This information is used to develop
job descriptions, selection criteria, and assessment tools to help HR
managers identify the best candidates for a position. This is especially
true for roles that may have technical aspects but rely heavier on soft
skills.

Training

Organizational behavior can be used to design and deliver training and

development programs that enhance employees' skills. These programs
can focus on topics such as communication, leadership, teamwork, and
diversity and inclusion. In addition, organizational behavior can be used
to be better understand how each individual may uniquely approach a
training, allowing for more customized approaches based on different
styles.
Performance Management

Organizational behavior is used to develop performance management

systems that align employee goals with organizational objectives. These
systems often include performance metrics, feedback mechanisms, and
performance appraisal processes. By leveraging organizational behavior,
a company can better understand how its personnel will work towards
common goals and what can be achieved.

Employee Engagement

Organizational behavior is used to develop strategies to improve

employee engagement and motivation. These strategies can include
recognition and rewards programs, employee involvement initiatives, and
career development opportunities. Due to the financial incentives of
earning a paycheck, organizational behavior strives to go beyond
incentivizing individuals with a paycheck and understanding ways to
enhance the workplace with other interests.

Culture

Organizational behavior research is used to develop and maintain a

positive organizational culture. This includes devising strategies that
supports employee well-being, trust, and a shared vision for the future.
As each individual may act in their own unique manner, it is up to
organizational behavior to blend personalities, integrate backgrounds,
and bring people together for a common cause.

Organizational Behavior vs. Organizational Theory

Organizational behavior and organizational theory are related fields of

study, but they have some important differences. While organizational
behavior is concerned with understanding and improving the behavior of
individuals, organizational theory is concerned with developing and
testing theories about how organizations function and how they can be
structured effectively.

Organizational theory draws on concepts and theories from economics,

sociology, political science, and other social sciences. It aims to
understand how organizations are structured and how they operate. In
some aspects, organizational behavior can be considered a subset of
organizational theory.

Both fields are important for understanding and improving organizational

performance, and they often overlap in their research topics and
methods. However, organizational theory is often much broader and does
not focus on individuals.

Examples of Organizational Behavior

Findings from organizational behavior research are used by executives

and human relations professionals to better understand a business’s
culture, how that culture helps or hinders productivity and employee
retention, and how to evaluate candidates' skills and personality during
the hiring process.

Organizational behavior theories inform the real-world evaluation and

management of groups of people. There are several components:

 Personality plays a large role in the way a person interacts with

groups and produces work. Understanding a candidate's
personality, either through tests or through conversation, helps
determine whether they are a good fit for an organization.
 Leadership—what it looks like and where it comes from—is a rich
topic of debate and study within the field of organizational behavior.
Leadership can be broad, focused, centralized or de-centralized,
decision-oriented, intrinsic in a person’s personality, or simply a
result of a position of authority.
  Power, authority, and politics all operate inter-dependently in a
workplace. Understanding the appropriate ways these elements are
exhibited and used, as agreed upon by workplace rules and ethical
guidelines, are key components to running a cohesive business.

Why Is Organizational Behavior Important?

Organizational behavior describes how people interact with one another

inside of an organization, such as a business. These interactions
subsequently influence how the organization itself behaves and how well
it performs. For businesses, organizational behavior is used to streamline
efficiency, improve productivity, and spark innovation to give firms a
competitive edge.

What Are the 4 Elements of Organizational Behavior?

The four elements of organizational behavior are people, structure,

technology, and the external environment. By understanding how these
elements interact with one another, improvements can be made. While
some factors are more easily controlled by the organization—such as its
structure or people hired—it still must be able to respond to external
factors and changes in the economic environment.

What Are the 3 Levels of Organizational Behavior?

The first is the individual level, which involves organizational psychology

and understanding human behavior and incentives. The second level is
groups, which involves social psychology and sociological insights into
human interaction and group dynamics. The top-level is the
organizational level, where organization theory and sociology come into
play to undertake systems-level analyses and the study of how firms
engage with one another in the marketplace.
What Are Some Common Problems that Organizational Behavior
Tries to Solve?

Organizational behavior can be used by managers and consultants to

improve the performance of an organization and to address certain key
issues that commonly arise. These may include a lack of direction or
strategic vision for a company, difficulty getting employees on board with
that vision, pacifying workplace conflict or creating a more amenable
work environment, issues with training employees, poor communication
or feedback, and so on.

Organizational System and Human Behavior

An effective management was controlled with an organizational system on

which prescribe lines of communication are described. A
manager, especially the Human Resource Manager must know
how to control the behavior of its subordinates. He must know how
his subordinates behave in some manners. Behavior was connected with
the word “motivation” since it means to influence a desired behavior of a
worker. We all know that among the resources in the organization,
human is the most difficult to control. Unlike other resources, the people
have their minds and feelings which make them hard to control. It is
important that you know how to socialize to the people inside the
organization through doing ethical practices or the good conducts
required to avoid conflicts.

The Four Forces Affecting Organizational Behavior

1. People. People make up the internal social system of the organization.

2. Structure. The structure fundamentally defines the formal

relationships and use of human resources in an organization.

3. Technology. The use of technology has a tremendous influence on

work relationships.
4. Environment. All organizations operate within an internal and
external environment.

One major strength of organizational behavior is its interdisciplinary

nature byway of integrating the behavioral sciences- the systematic body
of knowledge of why and how individuals in given organization behaves as
they do.

Research is a systematic process of gathering and interpreting relevant

data that will either support a behavioral theory or help change it.
Research hypotheses are testable statements connecting variables in a
theory, that guide the process of data collection.

Basic Concepts of Organizational System and Human Behavior

Individual Differences. A person is a distinct individual. He is

unique and different from others.

Perception. Perception is the act of faculty of apprehending by means of

the senses or the mind. It is a single unified awareness
derived from sensory processes while a stimulus is present.

A whole person. When a person joins in an organization, he is hired not

only because of his brains but, as a whole person possessed
with certain characteristics.

Motivated Behavior. Motivated behavior may be as a result

of a normal behavior that has certain causes; and these may relate to
an individual’s needs.

Desire for involvement. Normally, every person wishes to feel good

himself. This personal human desire is reflected in his drive for self-
efficacy.

Value of Persons. People are the most difficult to control in

any type of organization; and therefore, they deserve to be treated with
extra care from other of production (land, capital and technology)
because they have feelings and emotions.

Organizations and Social Systems Organizations are social systems

for they are organized on the basis of mutual interest- employer and
worker relationship.

Social system is a complex set of human relationships interacting in

many and different ways. As social systems, the activities they perform
are governed by social and psychological laws.

Mutual Interest. Organizations exist for a social and humanistic purpose.

They are legally and morally constituted and maintained on the
basis of some mutuality of interest among the members of the
organization

Ethics is a system of moral principles; the rules of conduct recognized

to a particular class of human actions or a particular group.

Four Basic Approaches Interwoven in the Dynamics of

People and Organization

1. Human Resources Approach. The philosophy of the Human

Resources Approach is developmental. This is specifically designed and
concerned with the growth and development of people in order to achieve
higher level of competency, creativity, and fulfillment, because people are
considered the most potent variable as a resource in any organization and
society.

2. Contingency Approach. There are number of traditional managers

that relied on principles to provide “one best way” of managing.

3. Results-oriented Approach. All organizations whether political,

social, economic or ecclesiastical, need to accomplish desirable results.
The role that organizational behavior plays in creating
organizational outcomes is composed of set of factors and their
relationships.
Knowledge x skills= ability

Attitude x situation=motivation

Ability x motivation

Potential performance x resources x opportunity= organizational

results

4.Systems Approach. The systems approach is a type of

behavioral approach in which the manager takes a holistic perspective of
the whole subject.

V. REFERENCE
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National
Book Store.

V. REFERENCE
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National
Book Store
Different Theories and Models of Organizational Behavior

Theory is a supposition or a system of ideas intended to explain

something, especially one based on general principles
independent of the thing to be explained. Organizations differ in the
quality of the systems and the procedures they develop and maintain and
in the results they accomplish. In this topic or lesson, we will discuss about
the different theories that Organizational Behavior has and the Models
of Organizational Behavior. Different theories of organizational
behavior bring about the varying results. These theories constitute the
belief system and management orientations that, consequently, affect
the organization.

1. Theory X Assumptions-Theory X is a traditional set of

assumptions about people in a work environment. It assumes that
most people dislike work and will try to avoid it if they can. Workers are
seen as being inclined to restrict work output, having a little ambition, and
avoiding responsibility, if at all possible. They are perceived to be
relatively self-centered, indifferent to organizational needs and most often,
and resistant to change.

2. Theory Y Assumptions-Theory Y implies a more humanistic and

supportive approach to managing people. It assumes that people are
inherently lazy. Any semblance they have of being lazy may be the
result of their experiences with the organization. Under the Theory Y
assumptions, management believes that workers will exercise self-
direction and self-control in the service of objectives to which they
are committed.

3. Herzberg’s Two-Factor Theory-In 1950, another theory about

human motivation was developed by Frederick Herzberg and his
colleagues at the Psychological Service of Pittsburg, extending the earlier
theory of Maslow. Their findings were two distinct factors that influenced
motivation and these are:

3.1. Hygiene or Maintenance factors – these constitute the conditions

in work; e.g., better working conditions, salary, and effective
supervision that make employees satisfied but not necessarily
motivated.
3.2. Motivator or job content factors – These are the real motivators:
achievement, responsibility and recognition

4. David C. McClleland’s Theory

-This theory classified people in relation to their domain at

need for achievement, power or affiliation. McClleland viewed that
successful entrepreneurs are persons with high N-Ach (need for
achievement).

-It was McClleland who popularized and found application of

Atkinson’swork to business, and later coined the term “Achievement
Motivation” to describe an individual’s drive to overcome challenges for
advancement. He believes that the basic needs to drive people are:

4.1. The need for achievement – studies reveal that there is a

strong correlation between high need for achievement and high
level of job performance and success.

4.2. The need for power – this is a drive to influence people to

conform to certain situations.

4.3. The need for affiliation – an individual has a need to develop

warm, friendly, cordial, and personal relationships.

4.4. The need for competence – an individual has a drive to strive

for quality of work

5. Skinner Operant Theory- Burhaus Frederic Skinner, an exponent of

behaviorism, contested the theory that human needs are the
determinant of human behavior. Supported by scientific studies,
Skinner (1953) believed that “the environment determines the
individual behavior event if he alters the environment.” He argued
that the workers can be motivated by properly creating the work
environment and providing rewards or stimulus for desirable
worker’s performance

6. Expectancy Theory- While the Operant Theory begins with the idea
that a certain behavior depends primarily on its consequences, the
expectancy theory equates motivation with the product of valence; i.e.,
the probability that a particular action will lead to the desired thing. The
expectancy model implies that, through experience, people learn the kind
of rewards (outcomes) they value more highly than others.

7. Traditional Theory of Motivation- The traditional theory of

motivation evolved from the work of Frederick W. Taylor and the Scientific
Management Concept. The primary concern was to increase
productivity through greater efficiency in production and increased
pay for workers through the application of the scientific method.

8. Content Theory- The content theory focuses on the content or nature

of items that motivate an individual. It relates to the individual’s
inner self and how that individual’s internal state of needs determine
behavior. One major difficulty with the content model of motivation is that
the needs of people are not subject to observation by managers or
to accurate measurement for monitoring purposes.

9. The Carrot and the Stick Theory- Leading theories of motivation

and motivators seldom make reference to the carrot and the stick. In all
theories of motivation, the inducement or “carrots” are recognized and
most often, the “carrot” is money in the form of pay or bonuses. On the
other hand, the “stick” in the form of fear – fear of loss of job, loss of
income, reduction of bonus, demotion and some other penalty has been
and will continue to be a strong motivator, although admittedly not the
best kind of motivator.

Different Models of Organizational Behavior

1. The Supportive Model

The supportive model of organization behavior originated
from the “Principle of supportive relationships” by Rensis
Likert.
The supportive model, to a certain extent, depends on leadership
instead of on power or on money.
2. The Collegial Model
 The collegial model is an extension of the supportive model. The
term collegial refers to a body of people having a common
purpose. It is characterized by the collective responsibility
shared by each of the members of an organization.
3. The Custodial Model
When managers began to study the workers, evidently, they
soon recognized that, workers do not talk back to their
superiors. There is a feeling of insecurity, frustration, and
aggression towards their boss. If the insecurities, frustrations,
aggressions and psychological anxiety of workers could
be dispelled, the workers will develop enthusiasm to work
better.
4. The Autocratic Model
The autocratic model has its roots on his history and flourished
during the industrial revolution. The autocratic model
approach depends on power and authority. Those who are in
command have the power to demand “You do this; or else.” If
worker does not obey orders, he will be penalized

REFERENCES
https://www.investopedia.com/terms/o/organizational-behavior.asp
https://www.scribd.com/presentation/530891440/Human-Behavior-in-
Organization
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store.
 REFLECTION

In this course I learned that organizational behavior aims to learn how an

organization operates through the behaviors of its members. Instead of
taking a strictly numerical approach to determine an organization's
operations, it takes a more psychological approach. By understanding
people, you can better understand an organization. It is strongly rooted in
psychology and sociology, studies of human behavior give us an academic
understanding of motivations, productivity, and how teams work. In turn,
these insights can help make workplaces or any group setting more
productive. Organizational behavior is the study of human behavior in an
organizational setting. This includes how individuals interact with each
other in addition to how individuals interact with the organization itself.

After starting this organizational behavior (OB) study, I’ve been able to
more deeply evaluate the importance of the way people interact in the
workplace. More so, I have been learning to take the time to reflect on
myself as a person, a student, and a soon to be working professional. The
fact of the matter is – there is always room for improvement. I’m looking to
improve on every possible aspect of my life I can. Not to sound like a cliché
or anything, but it seems as though life sometimes gets in the way of being
able to take a step back and assess yourself. This personal development
plan is important for me in that it will allow me to see how I fit in an
organization, and actually be able to reflect on my characteristics. I am a
teacher at the same time I am an entrepreneur but since being an educator
is a calling for me, I took this profession as one of my fashions however my
ultimate goal in life is to become an entrepreneur. I’m not sure what
industry I want to be in quite yet, but I know my end goal. My grandfather,
since I was little, has drilled it into my mind that I should be in a business
where I’m still making money when I’m not physically at work. That notion
has stuck with me and I’m trying to take an emergent strategy to get there.
To become this independent entrepreneur, there are skills that I want to be
able to master effectively and efficiently in the coming years. I’ve thought
out that the skills I need to be successful one day are as follows: research
skills, communication skills, data analytic skills, ability to read and
understand financial statements, interpersonal skills, people management
skills, and teamwork abilities. Throughout this plan, I’m looking forward to
exploring what my skill level in each of these categories is currently at, and
how to improve upon those that need improvement.