Central Luzon Doctors’ Hospital-Educational Institution

Department of Graduate Studies

MASTER OF SCIENCE IN NURSING

COURSE TITLE: HUMAN BEHAVIOR IN ORGANIZATION

TOPIC: Chapter II: PEOPLE IN THE ORGANIZATION
1. Theories of Management
2. Individual Differences/Allienation of Workers
3. Making Jobs Interesting
REPOTRTER: JONALD AGATON CORPUZ, RN
SECTION: MSN 1-E

I. INTRODUCTION

II. LEARNING CELL

PART I: MANAGEMENT THEORIES

MANGAMENT
are the set of general rules that guide the managers to manage an
organization.
THEORIES
are an explanation to assist the employees to effectively relate to the
business goals and implement effective means to achieve the same goal of
organization.

4 GENERAL MANAGEMENT THEORIES

1. Frederick Taylor (Theory of Scientific Management)

Aimed at improving economic efficiency, especially labor productivity, taylor had
simple view about what motivated people at work – money. He felt that workers
should get a fair days pay for fair day’s work. And that pay should be linked to the
amount produced.

Four Principles of Scientific Management are:

1. Time and motion study
2. Teach, train and develop the workman with improved methods of
doing work.
3. Interest of employer and employee should be fully harmonized
4. Established fair levels of performance and pay a premium for higher
performance.

2. Henri Fayol (Administrative Management Theory)

attempts to find a rational way to design an organization as a whole. The theory
generally calls for a formalized administrative structure, a clear division of labor,
and delegation of power and authority to administrators relevant to their areas of
responsibilities.

Management Principles developed by Henri Fayol: 

1. DIVISION OF WORK: Work should be divided among

individuals and groups to ensure  that effort and attention are focused on
special portions of the task. Fayol presented work specialization as the best
way to use the human resources of the organization.                                                  

2. AUTHORITY: The concepts of Authority and responsibility

are closely related. Authority was defined by Fayol as the right to give orders
and the power to exact obedience. Responsibility involves being accountable,
and is therefore naturally associated with authority. Whoever assumes
authority also assumes responsibility.                                                              

3. DISCIPLINE: A successful organization requires the

common effort of workers. Penalties should be applied judiciously to
encourage this common effort.                                                                              

4. UNITY OF COMMAND: Workers should receive orders

from only one manager.                                                                                              
5. UNITY OF DIRECTION: The entire organization should be
moving towards a common objective in a common direction.                                  

6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE

GENERAL INTERESTS: The interests of one person should not take priority
over the interests of the organization as a whole.                                                          

7. REMUNERATION: Many variables, such as cost of living,

supply of qualified personnel, general business conditions, and success of the
business, should be considered in determining a worker’s rate of pay.                  

8. CENTRALIZATION: Fayol defined centralization as

lowering the importance of the subordinate role. Decentralization is increasing
the importance. The degree to which centralization or decentralization should
be adopted depends on the specific organization in which the manager is
working.                                                                                                                  

9. SCALAR CHAIN: Managers in hierarchies are part of a chain

like authority scale. Each manager, from the first line supervisor to the
president, possess certain amounts of authority. The President possesses the
most authority; the first line supervisor the least. Lower level managers should
always keep upper level managers informed of their work activities. The
existence of a scalar chain and adherence to it are necessary if the organization
is to be successful.                                                                                                    

10. ORDER: For the sake of efficiency and coordination, all

materials and people related to a specific kind of work should be treated as
equally as possible.                                                                          

11. EQUITY: All employees should be treated as equally as

possible.                                                                                                                 

12. STABILITY OF TENURE OF PERSONNEL: Retaining

productive employees should always be a high priority of management.
Recruitment and Selection Costs, as well as increased product-reject rates are
usually associated with hiring new workers.                                                                  

13. INITIATIVE: Management should take steps to encourage

worker initiative, which is defined as new or additional work activity
undertaken through self direction.                                                    
 14. ESPIRIT DE CORPS: Management should encourage
harmony and general good feelings among employees.

3. Max Weber (Bureuacratic Theory of Management)

Bureaucracy is an organisational structure that is characterised by many rules,
standardised processes, procedures and requirements, number of desks, meticulous
division of labour and responsibility, clear hierarchies and professional, almost
impersonal interactions between employees”.

THREE TYPES OF POWER IN AN ORGANIZATION

Traditional also known as traditional domination is a form of leadership in which

the authority of an organization is tied up to tradition. The main reason for the given
state of affairs is that it “has always been this way”

Charismatic power use of charm to engage an audience and gather a following.

Charismatic leader is often a good communicastor and has an attractive personality
that naturally works to convince the audience about his opinions and ideas

Bureaucratic power has the power to implement the rules or law in an organization.
It has the ability to make influence public policy. Creates rules /regulations that turn
into laws of action

FEAUTURES OF BUREAUCRACY

1. Administrative Class

Bureaucratic organisations generally have administrative class responsible for

maintaining coordinative activities of the members.

Main features of his class are as follows:

(i) People are paid and are whole time employees,

(ii) They receive salary and other perquisites normally based on their positions,

(iii) Their tenure in the organisation is determined by the rules and regulations of
the organisation,
(iv) They do not have any proprietary interest in the organisation,

(v) They are selected for the purpose of employment based on their competence.

2. Hierarchy:

The basic feature of bureaucratic organisation is that there is hierarchy of positions

in the organisation. Hierarchy is a system of ranking various positions in descending

scale from top to bottom of the organisation. In bureaucratic organisation, offices

also follow the principle of hierarchy that is each lower office is subject to control

and supervision by higher office.

3. Division of Work:

Work of the organisation is divided on the basis of specialisation to take the

advantages of division of labour. Each office in the bureaucratic organisation has

specific sphere of competence.

This involves:

(i) a sphere of obligations to perform functions which has been marked off as part of

a systematic division of labour;

(ii) the provision of the incumbent with necessary authority to carry out these
functions; and

(iii) the necessary means of compulsion are clearly defined and their use is subject

to definite conditions.

4. Official Rules:

A basic and most emphasised feature of bureaucratic organisation is that

administrative process is continuous and governed by official rules. Bureaucratic

organisation is the antithesis of ad hoc, temporary, and temporary and unstable

relations. A rational approach to organisation calls for a system of maintaining rules

to ensure twin requirements of uniformity and coordination of efforts by individual

members in the organisation.

These rules are more or less stable and more or less exhaustive. When there is no

rule on any aspect of organisational operation, the matter is referred upward for

decision which subsequently becomes precedent for future decision on the similar

matter. Rules provide the benefits of stability, continuity, and predictability and

each official knows precisely the outcome of his behaviour in a particular matter.

5. Impersonal Relationships:

A notable feature of bureaucracy is that relationships among individuals are

governed through the system of official authority and rules. Official positions are

free from personal involvement, emotions and sentiments. Thus, decisions are

governed by rational factors rather than personal factors. This impersonality

concept is used in dealing with organisational relations as well as relations between

the organisation and outsiders.

6. Official Record:

Bureaucratic organisation is characterised by maintenance of proper official

records. The decisions and activities of the organisation are formally recorded and

preserved for future reference. This is made possible by extensive use of filling

system in the organisation. An official record is almost regarded as encyclopedia of

various activities performed by the people in the organisation.

3. Elton Mayo Behavioural Theory of Management also known as (Howthorne Effect)

Experiments showed an increase in worker productivity was produced by the
psychological stimulus of being singled out, involved, and made to feel important.
Howthorne Effect
can be summarized as “employees will respond positively to any novel change in
work environment like better illumination, clean work stations, relocating
workstations etc.

PART II: INDIVIDUAL DIFFERENCES AND ALLIENATION OF WORKERS

Individual Differences
Is a cornerstone subject area in modern psychology. In many ways, it is the “classic”
psychology that the general public refers to – it refers the psychology of the person –
the psychological differences between people and their similarities.
“NO TWO PERSONS ARE BORN EXACTLY ALIKE; BUT EACH DIFFERS FROM THE
OTHER IN NATURAL ENDOWMENTS, ONE BEING SUITED FOR ONE OCCUPATION
AND THE OTHER FOR ANOTHER.”
-PLATO
2 VARIOUS FACTORS USED TO INDENTIFY INDIVIDUAL DIFFERENCES
A. BIOGRAPHICAL CHARACTERISTICS
B. ABILITY
BIOGRAPHICAL CHARACTERISTICS
1. AGE
1. Relation bet age and job performance
2. Effect of age on
1. Turn over
2. Absenteeism
3. Productivity
4. Satisfaction
2. GENDER MEN VS WOMEN
1. Job perfromance
2. Psychological studies
1. Women are more willing to comform to authority
2. Men are more aggressive to have expectations of success
3. Assumption
3.1 no significant differences in job
3.2 productivity between men and women
4. Reference of work schedules
5. Absence and turn over rates
3. TENURE
3.1 Seniority impact of seniority on job performance
3.2 Tenure and absenteeism
3.3 Job seniority and job attitude
3.4 Tenure and turnover
 3.5 Tenure and satisfaction
Ability contrary to what we ere taught in school, we weren’t all created equal.
Everyone has strength and weaknesses in terms of ability that make him or her
relatively superior or inferior to others in performing certain tasks or activities.

An individual’s overall abilities are essentially made up of two sets of factors:

1. Intellectual Abilities
2. Physical Abilities

9 BASIC PHYSICAL ABILITIES

Factor Description

Dynamic strength Ability to exert muscular force continuously over time.

Trunk strength Ability to exert muscular using trunk muscles.

Static strength Ability to exert force against external objects.

Explosive strength Ability to expand a maximum of energy in one or a series of explosive acts.

Extent flexibility Ability to move the trunk and back muscles as far as possible.

Dynamic flexibility Ability to make rapid, repeated flexing movements.

Body co-ordination Ability to coordinate the simultaneous actions of different parts of the body.

Balance Ability to maintain equilibrium despite forces pulling off balance.

Stamina Ability to continue maximum effort requiring prolonged efforts over time.

INTELLECTUAL ABILITIES
 DIMENSIONS OF INTELLECTUAL ABILITY

Dimension Description

Number
It is an ability to do speedy and accurate arithmetic.
aptitude

Verbal
It is the ability to understand what is read and heard and the relationship of words to each
comprehensio other.
n
Perceptual
It is dying ability to identify visual similarities and differences quickly and accurately.
speed

Inductive
It is the ability to identify a logical sequence in a problem and then solve the problem.
reasoning

Deductive
It is the ability to see logic and assesses the implication of art argument.
reasoning

Special
It is the ability to imagine how an object would look like its position in space was changed.
visualization

Memory It is the ability to retain and recall past experience.

ALIENATION OF WORKERS AND SOCIAL ALIENATION

ALIENATION
Karl Marx Describes the Isolating, Dehumanizing and Disenchanting effects within a
capitalist system of production and its cause is the economic system itself.

SOCIAL ALIENATION
To describe the experience of individuals or groups that feel disconected from
values, norms practices, and social relations of their community or society.
Those experiencing social alienation do not share the common, mainstream valus of
society, well not integrated with society, its groups and institution. And socially
isolated.

MARX THEORY OF ALIENATION

Karl Marx’s Theory of alienation was central to his critique of Industrial Capitalism
And the class Stratified Social System
CAPITALISM
today is a much different economic system than it was then. 14 th from italy to 17th
french mercatile to trade..

STRAFICATION
in western societies is seen and understood as socioeconomic status. From higher
class to lower class.

According to marx, the organization of the capitalistt system of production, which

features a wealthy class of owners and managers who purchase labor from workers
for wages, creates the alienation of the entire working class.

This arrangement leads to four distinct ways in which workers are alienated

1. They are Alienated from the product the make becauase it is designed and
directed by others, and beccause it earns profit for the the capitalist, and not
the worker, through the wage-labor agreement.
2. They are alienated from the production itself, which is entirely directed buy
someone else, highly specific in nature, repetitive, and creatively
unrewarding..
3. They are alienated from their true inner self, desire, and pursuit of happiness
by the demands placed on them by the socio-economic structure, and by
their conversion into an object by the capitalist mode of production.
4. They are alienated from other workers by a system of production which pits
them against each other in a competition to sell their labor for the lowest
possible value.

THE BROADER THEORY OF SOCIAL ALIENATION

Powerless
to shape their life course and believe that what happens in their lives is outside of
their control.
Meaningless
when individual does not derive meaning from the things in which he or she is
engaged, or not the same common or normative meaning that others derive from it
Social Isolation
when a person feels that they are not meaningfully connected to their community
through shared values, beliefs, and practices
Self estrangement when a person experiences social alienation they may deny
their own personal interest and desires in order to satisfy demands place by others

PART III: MAKING JOB INTERESTING

6 WAYS TO MAKE YOUR JOB MORE INTERESTING

1. Challenge yourself
2. Ask for help
3. Find balance
4. Partake in a passion project
5. Stop trying to multitask
6. Do something kind for a co worker or client