Human Behaviour Organization

 organization behaviour
 study and application of knowledge about how people (individual/group) act within the organization
 study of what people think, feel and do in and around organizations
Behaviour
 our actions in the presence of others and our treatment of them
 most general terms – conduct, demeanour, manners and deportment
Goals of HBO
 describe systematically how people behave under a variety of conditions
 to understand why people behave as they do (reasons for their actions)
 predict future employee behaviour (prevent)
 control (at least partially) and develop some human activity at work
Elements of HBO
 People – individuals or groups
 Structure – formal relationships of people in organizations
– affects coordination, negotiation and decision making
 Technology – knowledge, techniques, resources which affect the tasks to be performed
 Environment – physical environment
– all elements or forces with possible impact on the organization
Why study HBO?
 It integrates behavioural science knowledge within the organizational setting.
 Organizations are important in the society.
 People related problems as among the most difficult problems of managers.
Contributing Disciplines to HBO
 Psychology – study of human behaviour
 Sociology – people in relation to their fellow human beings // man and society
 Social Psychology – influence of people on one another // psycho and socio
 Anthropology – study of societies // culture
 Political Science – government // administration
 Engineering – applied science of energy and matter
 Management – administrative science // admin and organizational systems (POSDCon)
 Medicine – health and well-being // stress management
The Nature of People
 Individual differences
 Perception – the unique way we see, organize and interpret things
Differences due: needs, personality, experience, demographic factors
 A whole person – as human beings
Ex: work life vs home life
 Motivated Behaviour – behaviour has certain causes needs
 Desire for involvement – perform tasks // fulfil expectations // meaningful contribution
 Value of the person or Ethical treatment – to be treated differently from other factors of production.
Nature of Organization
As a social system – people have needs but they also have roles and status:
a. Formal social system/organization – organizational chart; where one officially belongs in the org.
 b. Informal social system/organization – spontaneously formed
Mutual interest – organizations need people; people need organizations
A. Assumptions about people/organizations
 Every person is:
-significantly different from conception
-constantly active; goal seeking individual
-dynamic
 The characteristic of the organization influence the behaviour of the organization. To a certain extent, it affects
the behaviour of individuals as well.
 Behaviour cannot be predicted with 100% accuracy because of varying needs as well as value system.
 No simple formulas for working with people. –
no ideal organization exists // no ideal person
B. Concepts
 Behaviour can be learned. It can be modified or changed.
 Human beings adapt.
C. Principles
 Thorndike’s Law of Effect – when behaviour is followed by a satisfying state of affairs it will be repeated // when
followed by an unsatisfactory condition it will be extinguished.
 Classical Conditioning is a powerful technique for altering behaviour.
 No two individuals are alike in all dimensions.
Structure and Design of the Organization
I. Division of Labour
- process of dividing work into relatively specialized jobs
- to achieve advantages of specialization
a. Ways of Dividing Labour or Work
1. By different specialties – occupations and professional specialties ex.
accountants, engineers, physicians
2. By activities necessitated – by natural sequence of the work the organization does (process)
ex. in manufacturing plants assembly or fabrication
3. Divided along the vertical plans of the organization
~ based on hierarchy of authority
~ from lowest to highest level // ex. job of supervisor vs job of CEO
b. Departmentalization
- Dividing into departments
- With shared characteristics or basis
1. Functional departmentalization – according to functions
Ex. in banks: loans, investment etc. // in gov’t: education, finance
ADVANTAGES: working w/ individuals w/ same interest and background
DISADVANTAGES: identification w/ dep’t is stronger than identification w/ company
2. Geographic departmentalization – by area/territory
-good training grounds for managers
Ex. Luzon, Visayas and Mindanao
3. By product – used by multinationals in developed countries
Ex. SMC: beer, feeds, coffee, ice cream, meat products, beverages
4. By customers/clients – to better satisfy the needs of customers
Ex. in SM: ladies’, men’s, infants, teens
5. Others – by simple numbers  military
Ex. squad, platoon, company, battalion
~by time/shifts  morning, afternoon, evening, graveyard
~by process  pattern making, cutting, sewing, pressing, ironing, etc.
 ~combination of different bases

PRES

VP

BEER FEEDS BEVERAGES ICE CREAM

LUZON VIS. MIN.

II. DELEGATION OF AUTHORITY

- process of distributing authority downward in an organization

- more on delegating the right to make decisions
a. Centralized
REASONS FOR CENTRALIZED/CENTRALIZARION
~less time consuming
~ lesser need for training programs which are expensive
~ delegation means losing control
~ administrative costs may be incurred
~ duplication of function
b. Decentralized
~encourages development of professional managers
~ to make significant decisions, to gain skills and advance in company

Span of Control – the number of individuals who report to a specific manager/supervisor

- – either wide or narrow // how many persons can I manage/supervise effectively?

S M
S
Manager
SC = 7

S
A B Supervisor
SC = 6

NARROW WIDE

3 Types of Interpersonal Relationship

- Direct single relationship – one on one setting

- Direct group relationship – manager and each permutation of subordinates
- Cross relationship – when subordinates interact with one another