fundamentals of organizational behavior, historical development, key behavioral science assumptions, nature of people and nature of organization

1. REPORTER: Rocelyn B.
Battad

3. ORGANIZATIONAL BEHAVIOR
Systematic study and careful application of
knowledge about how people – as individuals and as
groups – act within the organization.
Provides useful set of tools at
many levels of analysis from
individual, interpersonal
relations, intergroup, and the
whole system.

4. GOALS
 Describe
- how people behave under a variety of conditions
 Understand
- why people behave as they do
- probe for underlying explanations
Predict
- future employee behavior (tardiness, productive and
unproductive etc.)
Control
- at least partially and develop some activity at work
“Managers need to remember that organizational
behavior is a tool for human benefit”

5. Key forces – complex set of forces affects the nature of organization
FORCE FIELD ANALYSIS – KURT LEWIN
Present
State
or
Desired
State
DRIVING FORCES
(Positive forces for change)
RESTRAINING FORCES
(Obstacle to change)

6. Key forces
 People
- make up the internal social system of an organization
 Structure
- defines the formal relationship and use of people in organization
 Technology
- provides the resources with which people work and affects the
tasks they perform
 Environment or Social System
- internal or external
- citizens expect to be socially responsible
- the external environment influences the attitudes of people ,
affects working conditions and provides competitions for resources and
power.

7. MODELS OF ORGANIZATIONAL
BEHAVIOR
• Autocratic Model – depends on power. Under this
environment, the employee is obedient to the boss, not respect
for a manager.
• Custodial Model – depends on economic resources. This
model leads to employee dependence on the organization. Rather
than being dependent to their boss for their weekly bread,
employees now depend on organizations for their security and
welfare.

8. MODELS OF ORGANIZATIONAL
BEHAVIOR
• Supportive model – depends on leadership instead of
power or money. This model relies on leadership. For example,
managers support their employees by encouraging, and supporting
them to perform a better job, get along with each other and as well
as developing their skills.
• Collegial model – This model means that employees
depend on each other cooperatively and work as a team to do the
task. Everyone will be having a normal enthusiasm self-discipline,
and responsible behavior towards their tasks.

9. MODELS OF ORGANIZATIONAL
BEHAVIOR
• System model – this model is based on trust, self-
motivation, and the performance results will be more than
expected, because employees will be committed to do their tasks
as expected, and as well as organizational goals.

10. POSITIVE CHARACTERISTICS OF
ORGANIZATIONAL BEHAVIOR
• Interdisciplinary in nature – integrates behavioral sciences,
social sciences and other disciplines
• Emerging knowledge, theories, models and conceptual
framework
• Increasing acceptance of theory and research by practicing
managers.
- willingness of managers to explore new ideas
- more receptive to new models
- support related research
- hungrily experiment with new ideas

11. CONTRIBUTING DISCIPLINES TO THE OB
FIELD
Psychology
Sociology
Anthropology
Political
Science
Social
Psychology

12. PSYCHOLOGY
Psychology is a science, an academic, and applied discipline that
involves the scientific study of human or animal mental functions and
behaviours.
It involves:

14. SOCIOLOGY
Sociology is the study of
society. It is a social
science—a term with
which it is sometimes
synonymous—that uses
various methods of
empirical investigation
and critical analysis to
develop and refine a
body of knowledge
about human social
activity, often with the
goal of applying such
knowledge to the pursuit
of social welfare.

15. SOCIOLOGY

16. SOCIAL PSYCHOLOGY
Social psychology is
the study of the
relations between
people and groups.
Scholars in this
interdisciplinary area
are typically either
psychologists or
sociologists, though all
social psychologists
employ both the
individual and the
group as their units of
analysis.

18. SOCIAL PSYCHOLOGY
Behavior Change
Attitude Change
Communication
Group Processes
Group Decision Making

19. ANTHROPOLOGY
The study of
societies to
learn about
human beings
and their
activities is
known as
Anthropology

21. POLITICAL SCIENCE
Political science is
a social
science concerned with
the theory and practice
of politics and the
description and analysis
of political systems and
political behaviour.
In other words, it is the
study of behavior of
individuals and groups
within a political
environment.

23. Social psychology
Psychology
Behavioural
science
Contribution Unit of
analysis
Output
Anthropology
Sociology
Political science
Study of
Organizational
Behaviour
Organization
system
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behaviour
Formal organization theory
Organizational technology
Organizational change
Organizational culture
Conflict
Intraorganizational politics
Power
Organizational culture
Organizational environment
Behavioural change
Attitude change
Communication
Group processes
Group decision making
Group
Comparative values
Comparative attitudes
Cross-cultural analysis
Individual
AT A GLANCE

24. Approaches to Organizational Behavior
• Human Resources (Supportive) – Employee growth and
development are encouraged and supported.
• Contingency – Different managerial behaviors are required by
different environments for effectiveness
• Results-oriented – outcomes of organizational behavior programs
are assessed in terms of their efficiency.
• Systems – all parts of an organization interact in a complex
relationship.

25. LIMITATIONS OF ORGANIZATIONAL
BEHAVIOR
• People who lack system understanding and become superficially
infatuated in OB may develop Behavioral Bias – narrow viewpoint
that emphasized satisfying employee experiences while
overlooking
the broader system of the
organization in relation to all
its publics.
• The law of diminishing return
• Unethical manipulation of
people.

26. Summary & Implications
• OB is a field of study that investigates the impact of individuals,
groups, and structure on behaviour within an organization.
• OB focuses on improving productivity, by understanding employees
and why they behave in the ways they do.
• Behavior of organizations, groups, & individuals can be predicted,
but you have to understand the circumstances.
• To study OB, one needs to move from an intuition and common
sense approach to a systematic study.
• OB uses systematic study to improve predictions of behaviour.

28. < 1939
• Frederick Taylor -the scientific management
• Max Weber -bureaucracy
• Mary Parker Follett -participative leadership
• Hawthorne Studies -primacy of social factors on
productivity and morale
• Chester Barnard -acceptance theory of authority
• Lewin, Lippitt, White -Democratic leadership

29. 1940s –1960s
• Kurt Lewin -group dynamics
-laboratory training
• Wilfrid Bion -the Tavistockmethod
• RensisLikert -survey research and feedback
methods
• Eric Trist -sociotechnical approach
• Robert Tannenbaum -team building

30. Late 1960s
• Douglas McGregor -Theory X and Y
• Burns and Stalker -two forms of organization structure
• RensisLikert -democratic leadership style
• Katz and Kahn -open systems
• Addison-Wesley Six-Pack/OD Six-Pack -theory,
practice, values of OD

31. Second Wave
Edgar Schein -group process consultation
David Cooperrider -appreciative inquiry
Marvin Weisbord -future search
Harrison Owen -open space

32. KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS AND PRINCIPLE
Most individuals have drives toward personal growth and development
Most people desire a higher level contribution to the attainment of
organization goals than most environments permit
 What occurs in the work group greatly influences feelings of
satisfaction and competence
Most people wish to be accepted and to interact cooperatively with at
least one reference group
Most people are capable of making greater contribution to a group’s
effectiveness and development
Group members should assist the leader for group effectiveness
Attitudinal and motivational problems require interactive and
transactional solutions

33. KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS AND PRINCIPLE
Contribution of behavioural
science
• The people–organization relationship
• The psychological contract
• The need for an international approach

34. KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS AND PRINCIPLE
Values and assumptions of
organizational behavior
• Field of organizational behavior is based on assumption
about people and behavior;
• Human behavior is purposeful/goal-oriented; organizational
behavior assumes that voluntarily and purposeful behavior
can be influenced by the behavior of others and by the
practices of management.

35. KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS AND PRINCIPLE
• Behavior is not random; organizational behavior
looks for antecedents and causes of human
behavior
• Behavior can be changed through learning;
people will change their behavior in response to
experience and knowledge
• People should be valued as human aside from
their contributions to organizational goal
attainment

36. KEY BEHAVIORAL SCIENCE ASSUMPTIONS, CONCEPTS AND PRINCIPLE
Assumptions about the nature and
functioning of organizations by Richard
Beckhard.
1.The basic building blocks of an organization are groups (teams)
2.An always relevant change goal is the reduction of inappropriate
competition
3.Decision making is located where the information sources are
4.Controls are interim measurements, not the basis of managerial
strategy
5.Develop open communication, mutual trust, and confidence
between and across levels
6.People support what they help create

38. Organizational behavior starts with a set of
fundamental concepts revolving around the
nature of people and organization. These
concepts are the enduring principles that
form a strong foundation of organizational
behavior.

39. NATURE OF PEOPLE
BASIC
CONCEPTS
Individual
Differences
Perception
A Whole Person
Motivated
Behavior
Desire for
Involvement
Value of a
Person

40. Definition: Use in an organization:
•Each person is different
from one another, just as
each person’s DNA profile
is different.
•the impact of nature
•the influence of nurture
Individual differences mean
that management can
motivate employees best by
treating them differently.
Individual differences require
that a manager’s approach to
employees be individual not
statistical.
A. Individual Differences

41. Definition: Use in an organization:
•which is the unique way on which a
person sees, organizes and interprets
things
•People use an organized framework
that they have built out of a lifetime of
experiences and accumulated values
•People are also capable of selective
perception, in which they tend to pay
attention to those features of their
work environment that are consistent
with or reinforce their own
expectations.
Managers must learn to expect
perceptual differences among their
employees accept people as
emotional beings, manage them in
individual ways.
B. Perception

42. Definition: Use in an organization:
•We employ the whole person not just
their brains or skills Ergonomics is
the science of fitting workplace
conditions and job demands to the
capabilities of the working population
•Skill does not exist apart from
background or knowledge. People
function as total human beings.
When management applies the
principle of organizational behavior, it
is trying to develop a better employee,
but it also wants to develop a better
person in terms of growth and
fulfillment, jobs shape people
somewhat as they perform them, so
management must care about the
job’s effect on the whole person.
C. A Whole Person

43. Definition: Use in an organization:
•From psychology we learn that
normal behavior has certain causes.
•These may relate to a person’s needs
or the consequences that result from
these acts.
•These needs are expounded in
Maslow’s Hierarchy of Needs.
Management then has two ways to
motivate people: it can show them how
certain actions will increase their need
fulfillment, or it can threaten decreased
need fulfillment if they follow an
undesirable course of action.
D. Motivated Behavior

45. Definition: Use in an organization:
•Many employees today are actively
seeking opportunities at work to
become involved in relevant decisions,
thereby contributing their talents and
ideas to the organization’s success.
•They hunger for a chance to share
what they know and to learn from the
experience.
Management should not treat people
as “pair of hands” or an economic tool.
E. Desire for Involvement

46. Definition: Use in an organization:
•People deserve to be treated
differently from other factors of
production (land, capital, technology)
because they are of higher order in the
universe.
Management should not treat people
as “pair of hands” or an economic tool.
F. Value of the Person

47. NATURE OF
ORGANIZATION
Social System
Mutual Interest
Ethics

48. A. Social System
Definition: Use in an organization:
•Organizations are social systems
governed by social laws and
psychological laws.
•People’s behaviors in an organization
are influenced by the group as well as
individual drives.
•Two types of social system exist side
by side in organizations, the formal
and informal system.
The idea of a social system provides a
framework for analyzing organizational
behavior issues.
It helps make organizational behavior
problems understandable and
manageable.

49. B. Mutual Interest
Definition: Use in an organization:
Symbiotic relationship between
organizations and people.
Super ordinate goal - are goals that
get people from opposing sides to
come together and work toward a
common end result. This breaks down
barriers, encourages people to see
each other as just people and not as
part of "that other group that we
dislike", and can help overcome
differences between the groups.
Management needs employees to help
them reach organizational objectives;
people need organizations to help
them reach individual objectives.

51. C. Ethics (Rules of behavior)
Definition: Use in an organization:
•Organizations must treat employees
in an ethical fashion.
•Companies have established code of
ethics, publicized statements of ethical
values, provide ethics training, reward
employees for notable ethical
behavior, publicized positive role
models, and set up internal
procedures to handle misconduct.
When the organization’s goals and
actions are ethical, it is more likely that
individual, organizational, and social
objectives will be met.

52. THANK YOU
AND MABUHAY!!!
  