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Fundamentals of Organizational Behavior: Giovanni T. Macahig, DM-HRM
Fundamentals of Organizational Behavior: Giovanni T. Macahig, DM-HRM
ORGANIZATIONAL BEHAVIOR
Definition
OB
systematic study and careful application of knowledge about
how people – as individuals and as groups – act within
organizations.
Strive to identify ways in which people can act more efficiently
A large number of research studies and conceptual
developments constantly adds up to its knowledge base.
An applied science
Provides useful set of tools at many levels of analysis from
individual, interpersonal relations, intergroup,and whole
system
Goals of OB
Describe
how people behave under a variety of conditions.
Understand
Why people behave behave as they do.
Probe for underlying explanations
Predict
Predict future employee behavior (tardiness, productive &
unproductive etc.)
Provide preventive actions
Control
At least partially and develop some human activity at work.
Managers need to remember that organizational
behavior is a tool for human benefit
Key forces – complex set of forces affects the nature of organizations
Key Forces
• People
Make up the internal social system of an organization
Melting pot of diversity – talents, background and perspectives to their jobs
Managers need to be tuned in to these diverse patterns and trends.
Changes in the labor force
• Decline in work ethic and rise in emphasis on leisure, self expression,
fulfillment and personal growth
• Decreased automatic acceptance of authority and increase in the desire for
participation, autonomy and control.
• Skills become obsolete due to rapid technological advances – retrain or be
displaced
• Security needs are prime concern and loyalty diminishes because of downsizing
and outsourcing
• Absence of meaningful salary growth has placed renewed emphasis on money
as a motivator
Companies address diversity by becoming compassionate and caring,
building pride without de-valuing others, empowering some without
exploiting, demonstrating openness, confidence, authentic compassion and
vulnerability.
• Structure
Defines the formal relationship and use of people in organizations.
Effective coordination of work
Create complex problems of cooperation, negotiation and decision making
• Technology
Provides he resources with which people work and affects the tasks they
perform
Benefit of technology – does more and better work however it restricts people in
various ways
OB’s challenge is to maintain the delicate balance between technical and social
systems.
• Environment
Internal or external
Organizations are part of a larger system and factors influence them like:
Citizens expect organizations to be socially responsible
New products and competition for customers come from around the globe
(globalization)
The direct impact of unions diminishes
Dramatic pace of change in society.
The external environment influences the attitudes of people, affects working
conditions, and provides competitions for resources and power.
Positive Characteristics of OB
Psychology
Sociology
Social Psychology
Anthropology
Political Science
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
(cont’d)
Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Contributing Disciplines to the OB Field (cont’d)
Fundamental Concepts of OB
Nature of people
Individual differences
Nature vs.nurture
Perception
The unique way in which each person sees, organizes and interprets things.
Selective perception cause misinterpretation
A whole person
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
Motivated behavior
A path towards increased need fulfillment is a better approach
Desire for involvement
Hunger for a change to chare what they know and to learn from the
experience.
Organizations need to provide opportunities for meaningful involvement –
employee empowerment
Value of the person
Worth before the word
meal before the message
they want to be treated differently from other factors of production
Nature of organization
Social systems
or social structure in general refer to entities or groups in definite
relation to each other, to relatively enduring patterns of behavior and
relationship within social systems, or to social institutions and norms
becoming embedded into social systems in such a way that they shape
the behavior of actors within those social systems. Social systems can be
said to be the patterns of behavior of a group of people possessing
similar characteristics due to their existence in same society.
Formal and informal social systems
The idea of a social system provides a framework for analyzing
organizational behavior issues. It helps make OB problems
understandable and manageable
Mutual interest
Symbiotic relationship between organizations and people
Provides a superordinate goal – one that can attained only through the
integral effort of individuals and their employers.
Ethics
Treatment of employees in an ethical fashion
Establish code of ethics, publicized statements of wthical values, provide
ethics trainings, reward employees for notable ethical behaviors, set up
internal procedure to handle misconduct.
Models of Organizational Behavior
Model of OB
Social Systems and Organizational
Culture
http://www.citehr.com/8284-organization-development-vs-organization-
behaviour.html#ixzz2WgoCzFf7
Approaches to OB
Varying Environments
Can the ideas that have been developed and tested endure with
equal success under new conditions?
Definition Confusion
Considered as relatively new discipline, can OB in clearly
define its field of student and application?
The organization is above all social. It is
people.”
Peter Drucker