HUMAN BEHAVIOR IN ORGANIZATION

MANAGEMENT 4
Topic 1 – Understanding Behavior in Organizations

       Organizational behavior is the study of both group and individual performance

and activity within an organization.

       However, Organizational Behavior (OB) is the study of human behavior in

organizational settings, the interface between human behavior and the organization,
and the organization itself.   Thus, the term OB applies broadly to the interaction of
people within all types of organizations, such as business, government, schools and
service organizations.

                                           If you dig deeply into any problem, you will get “people”.

                                                            
            J. Watson Wilson

OB is the study and application of knowledge about how people, individuals and groups
act in an organization.  It is therefore important for us in the academe to know and
interpret people and organization relationship to understand the behavior of the whole
person, the group, the whole organization and its social system. 

Organization is an organized body of people with a particular purpose, especially a

business, society, association, etc.

-        a company or other group of people that works together for a particular
purpose:

-        is simply people working together for a common goal.

Keith Davis defined organizational behavior as “the study and application of knowledge
about how people act within an organization.”

Four basic elements of organizational behavior: 

  People are likewise the living, feeling, thinking beings who are the creators of
organizations. That’s why Organizations exist to serve people. However, people
do not exist to serve organizations although they are responsible for the
organization’s management and operation.
  Another is, structure.  A form of structure is required whenever people gather to
accomplish the objectives of their organization.  Therefore, To accomplish
organizational objectives, people, structure and technology interact.
 Next is, technology, Technology provides the physical and economic facilities and
resources that will ease and facilitate performance of jobs. Technology
significantly affects and influences working relationships. Although technological
equipment and facilities are expensive, their use allows workers to accomplish
more and to do better quality jobs.
   and, the external environment within which the organization functions.  These
elements are further influenced by the organization’s external environmental
forces.

     The operation of an organization is highly influenced by its external environmental

forces wherein the different elements interact with one another.

    What are these external environment forces?  Considering, the social, cultural,
political, and economic and other related elements have significant impact on an
organization’s management and existence, and should, therefore, be taken into account
in the study of behavior in organizations.

       The said forces such as…Political, cultural, social issues, environmental,

economic etc will hamper/hinder the operation of the organization.  As a leader or
manager you should consider all of this factors that affects the operation of the
organization and business.  How are you going to address problems related on this
issues and concerns for the betterment and achievement of the organization’s goals and
objectives.

      However, in the internal social system of organizations is composed of people

within/inside the organization… of varying group sizes. There exist both formal as well
as informal groups that are dynamic beings subject to change from time to time. The
formal relationship between and among the constituents of an organization is referred to
as the organizational structure. The different jobs have to be related and coordinated in
some structural ways. The main structure defines the lines of authority, duties and
responsibilities incumbent upon each position so that effectiveness and efficiency will be
achieved in the organization’s management and operation.

     Therefore, understanding HBO is the starting point to the better management of

people.  We need to build a strong organization around the development of cultural and
human values as the foundation in forging a positive future in the generation of complex
human life.  We need to think and ponder and develop positive action as the future of
this nation rest specifically on the youth.  However, we want you to understand deeply
that change should take place in our organizational environment.  No other person can
develop us to be a better individual unless we begin to take positive action today.

     On the other hand, our discussions and learnings in this subject are considered
foundation for the development of better individuals and their behavior in the organized
system.  Just Keep reading and learning about how people behave in an organization
and keep the personal voyage of improving yourself through practice and actions as
improvement in the entire career of your life. 

     In addition, we would like to develop you to be good leaders of an organization. 

Hence, to survive the great competition in the world of business and industry you must
be an agent of change in the development of better behavior.  As future leaders, you
must perform in ways that give an edge over other individuals and strategically learn
about people’s behavior. Since, the basic competency of a leader is the human elements
that interplay in the organized system.  Thus, Good managers find ways to make their
organization successful.  It is therefore imperative that you must build strong
foundation about knowing how people behave in an organization. 

There are several practical reasons, why we study Organizational Behavior:

 OB helps the managers to understand the basis of motivation and what he

should do to motivate his subordinates.
 OB helps to maintain cordial industrial relations which help to increase the
overall productivity of the industry.
 It helps greatly in improving the inter-personal relations in the organizations.
 It helps managers apply appropriate motivational techniques in accordance
with the nature of individual employees who exhibit a learning difference in
many respects.
 OB helps to improve relationships of people, structure, technology, and the
external social system for better human results.

 What are the 3 levels of Organizational Behavior?

       The three levels of influence are the individual, the group, and the organization.
The three levels are interconnected so it is critical to understand each one.

 Organizational behavior deals with the study of human behavior within groups
or organizations and how this behavior can be modeled through analysis to
impact the organizations in a positive way.
 An organization in itself is composed of a group of people working individually
or often within teams. The disposition of people towards each other in an
organization remains the contributing factor towards shaping the organization.

      The behavior of individuals within an organization can either defile the

organization or aid in its overall improvement. For instance, certain employees may be
compassionate and helpful towards their co-workers which helps to create a
supportive work culture. This selfless attitude can be a result of the employee’s faith
in the management and their satisfaction and commitment towards the organization.

 ORGANIZATIONAL BEHAVIOR AND MANAGEMENT

       Organization implies to the structuring and integrating of activities and people

working and cooperating together in interdependent relationship pursuing a collective
(or singular) goals.

 Collection of people who work together to achieve different goals.

 Years ago, Top-down organization hierarchy was followed where rules and
regulations were strict and authority controlled by executives. However,  in
1970’s everything in the organizational environment changed. Now, managers
highly rely on people due to that people mainly made up the organization in
order to succeed.
  As organizations provide goods and services that people want, the quality and
quantity of these goods and services are the result of the behaviors and
performance of the people.

Organizational Behavior

 study of the many factors that affect how individuals and groups act in the
organization and how organization manage their environments (George and
Jones, 1999).
 an interdisciplinary field dedicated to better understanding and managing
people at work (Kreitner and Kinicki, 2008).
 study of individuals and groups in organizations (Schermerchorn, Hunt, and
Cesborn, 2011).
 OB is a discipline that has connection with the ways manager interact and
manage employees in the workplace. It tries to improve organizational work
performance. Organizations and the human resource is an important element
for an organization’s success or failure.

Organizational behavior concepts and theories make people correctly

1)     Understand

2)     Describe

3)     Analyze, how characteristics of individuals, groups, work situations and the

organizational itself affect how members feel about and act within their organization.

MANAGERIAL ROLES

Role – an organized set of behavior associated with a particular office or position.

3 General Types of Roles According to Mintzberg:

*Interpersonal – Managerial role that involves developing and maintaining positive

relationship with others.

*Informational – concerns to the receiving and transmitting information.

*Decisional – deduces certain solutions or answer on a certain problem to be carried

out to the organization.

Topic 2 - Evolution of Organizational Behavior/Field of Organizational Behavior

       Organizational behavior began as a result of the integration of industrial
psychology and social psychology. The developments in organizational psychology lead
to the expansion of the field from an industrial business view to an extended
application of behavioral theories.

 3 Important Stages of the Evolution of Understanding People in Organization

A.      Human Relation Movement

B.       Total Quality Management

C.       Contingency Approach to Management

CLASSICAL ORGANIZATIONAL THEORY

This theory provided more emphasis on structure or the framework that explains the
interdependent parts of an organization. Some of the classical theorists are Weber,
Fayol and the other Scientific Management Theories.

A.     Bureaucracy – defined as the application of rationality and efficiency to

organizational functioning. It emphasizes universal rules and procedures to ensure
that everyone is treated fairly and equally.

B.     Functionalism – states the 14 Principles introduced by Henri Fayol. He

emphasizes the five managerial functions: Planning, Organizing, Commanding,
Coordinating, and Controlling.

 THE CLASSICAL SCHOOL

Believes that simple laws and principles represented the single best way to manage
and organize the firm. They are guided by the experience of the armed forces which
had organized large numbers of personnel often in dynamic and difficult situations.
Issues that management is a non-contextual and technical issue.

*Structural Universalism – aims to suggest efficient mechanism of control, how to

allocate tasks, to reward people and how to structure organizations.

SCIENTIFIC MANAGEMENT

Ø  Emphasizes the application of scientific principles to work management. A theory

that is a subset of the classical school. It is designed for organization in order to seek
the “one best way” of conducting job.

Ø  Most influential exponent by Frederick Taylor, Frank Gilbreth, and his wife Henry
Gantt.
*Frederick Taylor – considered as the Father of Scientific Management. He suggested
a clear distinction be made between planning a job, a management role and
conducting the tasks as well as a worker’s role.

*Frank Gilbreth – advocated the use of time and motion methodologies. He reduces
the extent and frequency of “unnecessary” motions used in completing a task.

*Henry Gantt – introduced detailed instruction cards for workers to lead them
through step by step, complex, but repetitive tasks.

FOUR FUNCTION TYPOLOGY TO ASSESS MANAGERS

*Four-function typology – style of management uses its employees in classifying its

system.

System 1 or Exploitative Authoritative, where decisions are made at the top,

communications come from top and fear is used to motivate workers. Workers are
followers only, nothing more.

System 2 or Benevolent Authoritative allows some upward communications.

Rewards and punishments are used to motivate workers but decisions are still made
at the top. This is an improvement from system 1 but control is retained by top
management.

System 3 or Consultative, rewards are emphasized over punishments.

Communication upward is limited but employees influence decision making. In this
system, employees are given more freedom, good performance in recognized and
suggestions from workers are accepted.

System 4 or Participative, employees are encouraged to reach high levels of

achievement and satisfaction through their work. Communication at all level is open
and honest, and workers have direct influence in making decisions.

SYSTEMS THEORY

Ø  Acknowledge the presence of environmental factors which may be considered

outside the organizational boundaries but are still influential in organizational
activities. It is grounded on the General System Theory.

*Ludwig Von Bertalanffy – recognized as the founder of the General System Theory.

*General System Theory – states that to understand fully the operation of an entity,
the entity must be viewed as a system. It integrates the knowledge of various
specialized fields so that the system as a whole can be understood.

System – is a number of interdependent parts functioning as whole for some purpose.

Types:   Open System – continually interacting with its environment.

              Closed System – not influenced by and don’t interact with their
environment.

THEORY X AND THEORY Y

Ø  Proposed by Douglas McGregor (1960)

Theory X – is a belief that it is human nature to dislike work so employees must be
carefully disciplined and controlled to be productive. Also, most workers dislike
autonomy and they will try to escape from responsibility of their actions. It accepts
that people naturally enjoy given autonomy and challenge is motivated to accomplish
more.

Theory Y – the expenditure of physical and mental effort in work is as natural as play
or rest.  People will exercise self-direction and self-control in the service of objectives to
which they are committed. Thus, commitment to objectives is a function of the
rewards associated with achievement.

TOTAL QUALITY MANAGEMENT

TQM – is an organizational culture aimed at training, continuous improvement and

customer satisfaction. It is centered on employees because product and service quality
is continuously improved with the learning and participation of every employee.

W. Edwards Deming – credited in pioneering the Total Quality Management (TQM).

But TQM was not used in his theory but he discussed them as “Good Management”.
He focused his discussion on the statistical measurement, reduction of variations in
industrial processes and human side quality improvement or how employees should
be treated. His legacy gave managers his 85-15 rule.

TQM Principles:

A.      Do it right the first time to eliminate costly work.

B.       Listen to and learn from customers and employees.

C.       Make continuous improvement and everyday matter.

D.      Build teamwork, trust and mutual respect.

 
WHAT IS ISO 9000?

Ø  A series of five standards which set the basic guideline for establishment of a
quality system. It helps improve the efficiency of an organization and enhance its
competitiveness, growth and profitability in domestic and foreign markets.

Five Standards

*ISO 9000 – Quality management and quality assurance standards – Guidelines for
selection and use.

*ISO 9001 – Quality systems- Model for quality assurance in design/development,

production, installation and servicing

*ISO 9002 – Quality system- Model for quality assurance in production and
installation.

*ISO 9003 – Quality system- Model for quality assurance in final inspection and test.

*ISO 9004 – Quality management and quality system Elements-Guidelines

THE MANAGEMENT SCIENCE APPROACH

Often known as Operation Research. It is an application of scientific method to

problems arising in the operation of a system. The solution of these problems is
answered by solving mathematical equations representing the system. It suggests that
management can best improve their organizations by using the scientific method and
mathematical techniques to solve operational problems and to increase productivity.

CHARACTERISTICS OF MANAGEMENT SCIENCE APPLICATIONS

*Management Science Techniques increase the effectiveness of the manager’s decision

making in such a situation.

*Management Science Application normally uses economic implication as a rule for

making a particular decision.

*Uses Mathematical models to investigate the decision situation. Models constructed to

represent reality are used to determine how the real-world situation be improved.
*Management science application uses computer. Complex managerial problems and
the mathematical analysis of problem-related information required two factors that
make computers very useful to the management science analyst.

THE CONTINGENCY APPROACH

This approach uses management tools and techniques in situations where the
organizational structure and management style rely upon a set of “contingency
factors”. The situation is usually characterized by uncertainty and instability of the
environment that managers have to solve problems according to the situation
happening at the time.

Contingent factor:

A.     The business environment

This factor explains that in environments that are certain and stable, organizations
usually develop a form and structure which is efficient within the degree of managerial
control and mechanistic structures and system.

B.     Technology

This factor provides variations in organizational structure between companies and

that the variations can be traced to differences in manufacturing techniques.

C.     Organizational size

Explains how the unit’s size is correlated with the over-all productivity and job
satisfaction.

D.     MODELS OF ORGANIZATIONAL BEHAVIOR

Also known as paradigm, or frameworks of possible explanations about employees’

behavior.

Models:

A.     Autocratic Model – Organization has a formal managerial approach. Official and

everyone has to follow authority. Authority is authorized by the right of command over
the people over lower levels.

B.     Custodial Model – an approach where employees are dependent on the

organization and not on their superiors.

C.     Supportive Model – Management provides an atmosphere that encourages

employees to grow and be creative for the organization. Employees’ accomplishments
help the firm to succeed.
D.     Collegial Model – A model suited to an environment that allows more freedom
for the job workers perform. Employees are encouraged to take responsibility for their
actions in their given jobs.

NATURE OF MANAGERIAL WORK

The nature of managerial work is to coordinate the works of individuals, groups, and
organizations by performing four management functions: Planning, Organizing,
Leading and Controlling.

              *Planning – defining goals to be achieved and determining appropriate

means to achieve the define ends.

*Organizing – includes all managerial activities that show required planned

activities into a structure of tasks and authority. It includes designing the
responsibility of each individual job and determining which of these jobs will be
grouped in specific structure.

              *Leading – involves the manager in close day-to-day contact with individuals

and groups.

*Controlling – activities that managers undertake to ensure that actual outcomes are
consistent with planned outcomes.

APPROACH TO EFFECTIVENESS

A.     Goal Theory Approach to Effectiveness -  is the oldest and most widely used
evaluation approach. It states that an organization exists to accomplish goals. This
reflects the purposefulness, rationality and achievement of the organization.

B.     Systems Theory Approach to Effectiveness -  theory stresses the

organization’s connection to the larger system of which it is part. It is used to view the
internal and external environment of organization and how the parts relate and
interact with each other. It makes managers to identify the common and uncommon
themes that help explain behavior and effectiveness of people.

System – grouping of elements that individually establish relationship with each other
and that interact with their environment both as individuals and as a collective.

Categorize as:

A.     Conceptual System – group by language

B.     Concrete System – group by machine

C.     Abstract System – group by culture of an organization

Input-Output Cycle – cycle of which “cause” being processed to produce a certain
outcome and by then, output is being utilized to initially provide input.

Inputs – are “causes” of individual behavior arising from the workplace

      Types: Human input and Natural input

Outputs – outcomes of Human and natural input being processed.

*System theory emphasizes two important considerations:

       a. the ultimate survival of the organization depends on its ability to adapt to the
demands of its environment;

       b. the total cycle of input-process-output must be the focus of managerial

attention.
Lesson 2 - Individual Differences, Mental Ability and Personality

Topic 1 - The Nature of People

Human nature includes the core characteristics (feelings, psychology,

behaviors) shared by all people. We all have different experiences of the humans in our
life, and this is where the disputes begin. Some people will tell you humans are 'good'
or 'bad', or 'predators' or 'capable of great kindness.  Each of us has two contrasting
natures: the physical and the spiritual. Man is a dual being, and his life a plan of God.
That is the first fundamental fact to keep in mind. Man has a natural body and a
spiritual body.

Organizational behavior deals with a set of fundamental concepts, revolving

around the nature of people and the nature of organizations.  With regard to people
there are four basic assumptions:  individual differences, a whole person, caused
behavior (motivation), and value of the person (human dignity).

Topic 2 - Individual Differences

     Individual Differences are the ways in which people differ from each other. It can
be classified into personality differences and differences in ability. Individual
differences are the more or less enduring psychological characteristics that distinguish
one person from another and thus help to define each person's individuality. Among
the most important kinds of individual differences are intelligence, personality traits,
and values.

      Ability is one of the traits that distinguish one person from another. Studying
individual differences is especially important ability for leaders and managers,
enabling them to understand and relate well to others as well as understand
themselves.

Personality is the pattern of ways in which a person feels, thinks, behaves when we
observe how workers act the way they do in the workplace.

     Individual differences are the ways in which people differ from each other. Every
member of an organization has its own way of behavior. It is important for managers
to understand individual differences because they influence the feelings, thoughts,
and behavior of employees.
However, individuals bring a number of differences to work, such as unique
personalities, values, emotions, and moods. When new employees enter organizations,
their stable or transient characteristics affect how they behave and perform.

Some of the main causes of individual differences are as follows:

o   Heredity

o   Environment

o   Influence of race and nation

o   Sex differences

o   Age and intelligence

o   Temperament and emotional stability

o   Economic condition and education           

Hence, individuals differ from each other in terms of values, personality and attitudes.

Thus, the individual differences create diversity at workforce and helps in creating the
productive environment. Consequently, we conclude that all the managers need to
balance between needs and expectations to achieve success.

Determinants of Personality

The determinants of personality can perhaps best be grouped in five broad categories:
Nature, Nurture, Family, Relationship, Social Class, and Culture.

1. Nature – means the genetic or hereditary origins of the individual. It also means
that genetic code does not only determine the person’s eye color, skin tone and
physical shape but also personality.

2.  Nurture – consists of the person’s socialization, life experiences and other forms of
interaction in the environment.

3. Family Relationship – consists of the experiences a person has with his/her

parents, siblings,

and other family members is a significant force in nature.

4.  Social Class – determines a person’s self-conception, perception of others and

perception about work, authority, and money.

5.  Culture – the impact of culture in an individual’s personality happens gradually

and at times leaves no choice but to accept. This means there must be common
personality characteristic in order to institutionalize various pattern of behavior.
Big Five Model of Personality Traits

 1.          Openness to Experience

Described as the depth and complexity of an individual’s mental life and experiences.
It is also sometimes called intellect or imagination. Openness to experience concerns
an individual’s willingness to try to new things, to be vulnerable, and the ability to
think outside the box.

Common traits related to openness to experience include:

o            Imaginative

o            Insightful

o            A wide variety of interests

o            Original

o            Daring

o            Preference for variety

o            Clever

o            Curious

o            Perceptive

o            Intellectual

o            Complex/Deep

An individual who is high in openness to experience is likely someone who has love of
learning, enjoys the arts, engages in a creative career or hobby, and likes meeting new
people.

An individual who is low in openness to experience probably prefers routine over

variety, sticks to what they know and prefers less abstract arts and entertainment.

2.  Conscientiousness

Conscientiousness is a trait that can be described as the tendency to control impulses

and act in socially acceptable ways, behaviors that facilitate goal-directed behavior.
Conscientious people excel in their ability to delay gratification, work within the rules,
and plan and organize effectively.

Someone who is high in conscientiousness is likely to be successful in school and in

their career, to excel in leadership positions, and to doggedly pursue their goals with
determination and forethought.
A person who is low in conscientiousness is much more likely to procrastinate, to be
flighty, impetuous, and impulsive.

Traits within the conscientiousness factor include:

Ambitious                                        Persevering

Thorough                                        Energetic

Self-disciplined                               Hard working

Consistent                                       Resourceful

Predictable                                      Reliable

Controlled                                       Planner

Persistent

3.  Extraversion

This factor has two familiar ends of the spectrum: extroversion and introversion. It
concerns where an individual draws their energy and how they interact with others. In
general, extroverts draw energy or “recharge” from interacting with others, while
introverts get tired from interacting with others and replenish their energy from
solitude.

People high in extroversion tend to seek out opportunities for social interaction, where
they are often the “life of the party.” They are comfortable with others, gregarious, and
prone to action rather than contemplation.

People low in extroversion are more likely to be people “of few words,” people who are
quiet, introspective, reserved, and thoughtful.

The traits associated with extroversion are:

Sociable                             Merry

Assertive                           Outgoing

Fun-loving                         Energetic

Affectionate                     Talkative

Friendly                             Articulate

Socially confident
4.   Agreeableness

This factor concerns how well people get along with others. While extroversion
concerns source of energy and the pursuit of interactions with others, agreeableness
concerns your orientation to others. It is a construct that rests on how you generally
interact with others.

People high in agreeableness tend to be well-liked, respected, and sensitive to the

needs of others. They likely have few enemies, are sympathetic, and affectionate to
their friends and loved ones, as well as sympathetic to the plights of strangers.

People on the low end of the agreeableness spectrum are less likely to be trusted and
liked by others. They tend to be callous, blunt, rude, ill-tempered, antagonistic, and
sarcastic. Although not all people who are low in agreeableness are cruel or abrasive,
they are not likely to leave others with a warm fuzzy feeling.

The following traits fall under the umbrella of agreeableness:

Altruistic                            Considerate                                    Moderate

Trusting                            Cheerful                                          Unselfish

Modest                             Amiable                                           Tactful

Humble                             Sensitive                                          Loyal

Patient                               Helpful                                             Polite

Kind

5.  Neuroticism

Neuroticism is the one Big Five factor in which a high score indicates more negative
traits. Neuroticism is not a factor of meanness or incompetence, but one of confidence
and being comfortable in one’s own skin. It encompasses one’s emotional stability and
general temper.

Those high in neuroticism are generally given to anxiety, sadness, worry, and low self-
esteem. They may be temperamental or easily angered, and they tend to be self-
conscious and unsure of themselves.

Individuals who score on the low end of the neuroticism are more likely to feel
confident, sure of themselves, and adventurous. They may also be brave and
unencumbered by worry or self-doubt.

These traits are commonly associated with neuroticism:

Awkward                                         Anxious
Pessimistic                                      Timid

Moody                                             Wary

Jealous                                             Self-critical

Testy                                                Unconfident

Fearful                                             Insecure

Nervous                                           Oversensitive

Unstable

Nature of Ability

Ability is a person’s talent to perform a mental or physical task. It includes both the
natural aptitudes and learned capabilities needed to productively finish a task.

Aptitudes – are the natural talents that aid employees in learning specific task more
speedily and execute them better.

Learned Capabilities – are the skills and knowledge that a person currently has. They
tend to diminish overtime when not in use.

 The following abilities have been discovered to help differentiate between higher and
lower performers in the workplace:

Mental Ability: acquisition and application of knowledge in solving problems. There are
several types of mental abilities:

1.  Verbal Ability: ability to understand and express oral and written communication
quickly and accurately.

Oral Comprehension: ability to understand spoken words and sentences.

Written Comprehension: ability to understand written words and sentences.

2.  Quantitative Ability: refers to two types of mathematical abilities.

Numerical Aptitude: ability to perform basic mathematical operations quickly and

accurately.

Numerical Reasoning: ability to analyze logical relationship and to recognize the

underlying principles underlying them.

3. Reasoning Ability: ability to analyze information so as to make valid judgments on

the basis of insights, rules and logic.
Problem insensitivity: ability to sense that there is a problem at present or likely to be
in one in the future.

Deductive reasoning: ability to draw a conclusion or make a choice that logically

follows from existing assumptions and data.

Inductive reasoning: ability to identify after observing specific cases or instances the
general rules that govern a process or that explain an outcome.

Originality: ability to develop clever and novel ways to solve problems.

4. Spatial Ability: ability linked to visual and mental representation and manipulation
of objects in space.

Spatial Orientation: having a good understanding of where one is relative to other

things in the environment.

Visualization: ability to imagine three-dimensional forms in space and to be able to

manipulate them mentally.

5. Perceptual ability: ability to perceive, understand and recall patterns of information.

Speed and flexibility: ability to pick out a pattern of information quickly in the
presence of distracting information, even without all the information present.

Perceptual speed: ability to examine and compare numbers, letters and objects
quickly.

Emotional Intelligence (EI): is the handling of relationships and interactions with

others.

o   Ability to recognize and regulate our own emotions

Ø  Ability to recognize and influence others’ emotions

Self-motivation

Ability to form effective long-term relationship with others

However, extensive research on EI suggest that a more appropriate model of this kind
of intelligence includes the ff. factors:

Ø  Appraisal and expression of emotions in oneself: an individual’s ability to

understand his or her own emotions and to express these naturally.

Ø  Appraisal and recognition of emotions in others: ability to perceive and understand

others’ emotions
Ø  Regulation of emotions in oneself: ability to regulate ones’ own emotions

Ø  Use of emotions to facilitate performance: ability to use emotions by directing them

toward constructive activities and improved performance

Tacit Knowledge: also called informal knowledge; the unwritten, unspoken and hidden
vast storehouse of work-related practical know-how that employees acquire based on
his or her emotions, experiences, insights, intuition, observations and internalized
information. Tacit knowledge, a particular challenge for knowledge management that
is essential to competitive advantage because it’s difficult for competitors to copy.

Ø  How to speak a language

Ø  Innovation

Ø  Leadership

Ø  Aesthetic sense

Ø  Sales

Ø  Body language

Ø  Intuition

Ø  Humor

Ø  Snowboarding (tasks that necessitate physical coordination like riding a snowboard or bicycle)

Ø  Emotional Intelligence

Physical Ability: Performing job-related tasks requiring manual labor or physical skill.

Psychomotor Ability: means the capability to manipulate and control objects.

Sensory ability: capability related with vision and hearing.

 Attitudes in the Workplace

Attitude is a persistent mental state of readiness to feel and behave in a favorable or

unfavorable manner about a particular person, object or idea.

3 significant conclusions could be taken from the definitions which are:

o   Attitudes are stable

o   Attitudes are directed towards some person, objects or idea

o   An attitude on an object or person relates to an individual’s behavior towards that

object or person
Attitude Formation

There are three important components of an attitude:

Ø  Affective: this is an emotional component of an attitude which includes the feelings

of a person about an object that could be positive, negative or neutral. It is often
learned from parents, teachers and peers.

Ø  Cognitive: this component consists of the person’s perceptions, beliefs and opinions
about something. It refers to the thought processes highlighting rationality and logic.

Ø  Behavioral: this element of an attitude is the tendency of a person to take action in

a definite way toward someone or something.

Two Important Attitudes in the Workplace

1.  Job satisfaction: degree of gratification of fulfillment of an employee in his work.

2.  Organizational commitment: mirrors the identification and attachment of an

individual to the organization.

Change of Attitude

Managers in most organizations are active in changing employee attitudes. Often they
use systematic ways of doing it like these techniques:

1.  Persuasive Communication: is the use of television, radio and internet

advertisement to persuade people to change attitudes.

Communicator: individual who embraces a particular attitude and desires to convince

others to share that attitude. Here are the qualities of the communicator that would
affect attitude change in the target:

•  The communicators overall credibility

•  Trust in the intentions of the communicator

•  Similarity of interest of goals and interest with target

•  Attractiveness of the communicator

2. Message: Content intended to stimulate the change in other’s attitudes. Fear

arousal is an important dimension of message content. Factors that could induce
larger changes in attitude:
The possibility that negative results will actually occur if no change in behavior is
done.

·       The perceived effect of changing behavior;

·       The perceived ability to change behavior;

3.  Situation: It is the surroundings in which the message is offered.

4.  Target: He is the person whose attitude the communicator desires to change. The
following people would have difficulty in changing their behavior:

·       More rigid and less willing to change their attitudes

·       With high self-esteem because they know they are correct

·       Locus of control

Types of Values

Values refer to stable and evaluative life goals that people have, reflecting what is most
important to them. Values are founded during one’s life as a result of the collect of life
experiences and are likely to be relatively consent.

Social Psychologist Milton Rokeach developed the two classification of values:

Instrumental and Terminal

1.    Instrumental Value: defined as specific methods of behavior

The Instrumental Values include:

Cheerfulness                    Self-control                      Independence                            

Helpfulness

Ambition                           Capability                          Intellect                Responsibility

Love                                   Courage                            Broad-Mindedness      

Forgiveness

Cleanliness                       Politeness                         Logic                                 

Honesty                            Imagination                       Obedience                            

2.  Terminal Value: are the overall goals that people hope to achieve in their lifetime.
The Terminal Values include:

A world of peace              Family Security                 Freedom                           Equality

Self-respect                      Happiness                         Wisdom                            National

Security

Salvation-saved                True Friendship                Mature Love                    A world of

beauty

Inner Harmony                A comfortable life           A sense of accomplishment

Pleasure                            Social recognition            An exciting life

Cross-Culture Values

A.  Power Distance – this national culture characteristic described the extent to which
a society accepts the power in institutions and organizations is distributed unequally.
It means that the power of the rich is not the same as the power of the poor.

B.  Individualism – it is the national culture trait that portrays a loosely knit social
framework in which people emphasize only the care of themselves and their immediate
family. In this culture, people mind their own existence and are not concerned with
others.

C.  Collectivism – a national culture trait that depict a tight social framework in which
people expect others in groups of which they are a part to look after them and protect
them.

D.  Uncertainty Avoidance – a national culture that feature the extent to which a
society feels threatened by uncertain and ambiguous situations and tries to avoid
them.

E.  Achievement orientation – a strong achievement orientation means that when

work-related goals come into conflict with other areas of life, the desire to achieve will
win out.

Self-Concept

Refers to how a person thinks about, evaluates or perceives himself. There are three
conceptual dimensions of self-concept which influences a person’s adaptability and
well-being.

Ø  Complexity: a person’s self-concept has higher complexity when it consists of many

categories

Ø  Consistency: a person has high consistency when similar personality traits and
values are required across all aspects of self-concept
Ø  Clarity: this means the level of a person’s self-conceptions are clearly and
confidently described, internally consistent and stable across time

Self-Enhancement

Self-enhancement is a desire to magnify positive aspects of self-conceptions while

isolating oneself from negative feedback and information.

Self-Evaluation

Self-Evaluation is an individual’s honest and objective assessment of himself.

Self-esteem: is the extent to which a person has generally positive feelings about
himself.

Self-efficacy: A personal belief on competencies and abilities

Locus of control: deals with the degree to which people feel answerable for their own
behavior.

Self-Monitoring

Self-Monitoring refers to the level to which a person is able to checking his actions and
appearance in social situations.

Perception is an intellectual process by which an individual selects, organizes and

provides meaning to the world around him.

Perceptual process: is the sequence of psychological steps that a person uses to

organize and interpret information from the outside world. These steps are:

Objects are present in the world

o   A person observes

o   The person uses perception to select objects

o   The person interprets the perceptions

o   The person responds

Perceptual Selection: is the choice of the stimuli that would depend on what people
feel is pertinent for them and or appropriate for them.

Visual perception: is the ability to interpret the surrounding environment by

processing information that is contained in visible light.
Social Perception: is the study of how people form impressions of and make inferences
about other people.

Attribution

Attribution is the process through which we seek to identify the cause of others
behavior & also gain knowledge of their stable traits & disposition. Cause of a behavior
can be assigned to internal or external factors.

The Kelley’s Attribution Theory has been proposed to develop explanations of the ways
in which we judge people differently, depending on what meaning we attribute to a
given behavior. This determination, depends on three factors: Consensus,
Distinctiveness, and Consistency.

Consensus – this is the degree in which other people behave the same way

Distinctiveness – this is the degree in which a person behaves the same way across
different situations.

Consistency – this is the degree in which a person behaves the same way in different
occasions in the same situation.

Topic 3 - A Whole Person

Although some organizations may occasionally wish they could employ only a person’s
skill or brain, all that can be employed is a whole person, rather than certain separate
characteristics.  Different human traits may be separately studied, but in the final
analysis they are all part of one system making up a whole person.  Skill does not
exist separate from background or knowledge, home life is not totally separable from
work life, and emotional conditions are not separate from physical conditions, each
affects the others. 

When management practices organizational behavior, it is trying to develop a better

employee, but also it wants to develop a better person in terms of growth and
fulfillment.  Research suggests that jobs do shape people somewhat as they perform
them, so management needs to be concerned about its effect on the whole person. 
Employees belong to many organizations other than their employer and they play
many roles outside the firm.  If the whole person can be improved, then benefits will
accrue beyond the firm into the larger society in which each employee lives.

Whole person development is the concept that individuals are complex beings who are
heavily influenced by a variety of internal factors both in and outside of the workplace.
The six aspects of whole person development are emotional intelligence, physical,
spiritual, social, psychological, and professional. Focusing on these six aspects of
Whole person development allows you to live a balanced and successful life.
Consequently, organizational behavior assumes that an individual should be
considered as a whole person. Hence, we cannot separate individual's psychology,
beliefs, values, attitude from physical work settings.

Topic 4 - Caused Behavior (Motivation)

From psychology we learn that normal behavior is caused by certain reasons.  These
reasons may relate to a person’s needs and /or the consequences that result from
acts.  In the case of needs, people are motivated not by what we think they ought to
have, but by what they themselves want.  To an outside observer a person’s need may
be illusory or unrealistic, but they are still controlling.  This fact leaves management
with two basic ways to motivate people.  It can show them how certain actions will
increase their need fulfillment, or it can threaten decreased need fulfillment unless
they follow a required course of action.

 Motivation is essential to the operation of organizations.  No matter how much

machinery and equipment an organization has, these things cannot be put to use
until they are released and guided by people who have been motivated.  Think for a
minute in terms of a steam locomotive sitting in a railroad station.  All the rails and
equipment are in order; the schedule and routes are prepared; the objective is set;
tickets are sold; and the passengers are on board.  No matter how well all this
preliminary work has been done, the train cannot move an inch toward the next
station until the steam is usefully released—that is, until the motive power is
supplied.  Similarly, in an organization motivation turns on the steam to keep the
organization going.

Accordingly, motivation is the process that initiates, guides, and maintains goal-
oriented behaviors. So, motivation involves the biological, emotional, social, and
cognitive forces that activate behavior. Therefore, motivation can be considered as the
driving force behind all the actions of an individual. The influence of an individual's
needs and desires both have a strong impact on the direction of their behavior. As a
result, motivation is based on your emotions and achievement-related goals.

Topic 5 - Value of the Person (Human Dignity)

This concept is of a different order from the other three because it is more an ethical
philosophy than a scientific conclusion.  It confirms that people are to be treated
differently from other factors of production because they are of a higher order in the
universe.  It recognizes that because people are of a higher order, they want to be
treated with respect and dignity and should be treated this way.  Every job, however
simple, entities the people who do it to proper respect and recognition of their unique
aspirations and abilities.  The concept of human dignity rejects the old idea of using
employees as economic tools.

 Ethical philosophy is reflected in the conscience of humankind confirmed by the

experience of people in all ages.  It has to do with the consequences of our acts upon
ourselves and others.  It recognizes that life has an overall purpose and accepts the
inner integrity of each individual.  Since organizational behavior always involves
people, ethical philosophy is involved in one way or another in each action.

Human dignity is the recognition that human beings possess a special value intrinsic
to their humanity and as such are worthy of respect simply because they are human
beings. Dignity is one of the most important things to the human spirit. It means
being valued and respected for what you are, what you believe in, and how you live
your live. Treating other people with dignity means treating them the way we'd like to
be treated ourselves.