Understanding

Organizational
Behavior
De Castro, Donna Amor
Decretales, Thea Marie
Estimo, Adrian
Maca-alin, Sahara
Elements of an Organization

Key Elements in Organizational Behavior/

Administrative Systems

Historical Development of Organizational Behavior

The Power of PowerPoint - thepopp.com

A. Division of Labor F. Organizational Behavior
B. Technology G. Structure
C. Common Purpose H. Environment
D. People I. Coordination
E. Organization J. Hierarchy of Authority
 It is a consciously coordinated social
unit, composed of two or more people.
It functions on a relatively continuous
basis to achieve a common goal or set
of goals.
 HIERARCHY OF
COORDINATION AUTHORITY

DIVISION OF COMMON
LABOR PURPOSE
 The collective effort of every human
resources into achieving organization’s
set goals.
Likewise with the “invisible hands” that
works out the market, coordination also
acts as a force that unites functions of
an organization.
 It involves delegation of tasks or jobs to
various employee according to their
skills and specialties.
It is synonymous to work specialization
with the purpose of maximize workers
for greater efficiency.
The control mechanism for making sure
the right people do the right things at
the right time.
It can also be referred to chain of
command where as the position of the
person increases, the amount of his
authority, as well, increases.
A common purpose unifies employees
or members and gives everyone an
understanding of the organization's
direction.
The systematic study and careful application
of knowledge about how people, as
individuals and as groups, act within
organizations.
DESCRIBE PREDICT

UNDERSTAND CONTROL
PEOPLE TECHNOLOGY

STRUCTURE ENVIRONMENT
Make up the internal social system of
the organization.
Defines the formal relationship and use
of people in organizations.
 Provides the resources with which
people work and affects the tasks that
they perform.
 All organizations operate within an
internal and an external environment.
 People
• Individuals
• Groups

Environment
• Government Structure
• Competition • Jobs
• Societal pressures • Relationships

Technology
• Machinery
• Computer hardware and software
• LATE 1700S
One of the first to emphasize human needs of
employees

Concerned about deplorable working conditions

Proposed idealistic workplace

Argued that money spent improving labor was

smart investment

Called “the real father” of personnel

administration
• 1835

Incorporated human factors into his The

Philosophy of Manufactures
Recognized third factor of manufacturing
which was the human factor
Provided workers with hot tea, medical
treatment, “a fan apparatus” for ventilation,
and sickness payments
• EARLY 1900s
Pioneer in field of industrial
psychology—scientific study of people
at work
Suggested using psychological tests
for employee selection, learning
theory concepts for employee
training, and study of human behavior
for employee motivation
• EARLY 1900s
One of the first to recognize that organizations
could be viewed from perspective of individual
and group behavior
Proposed more people-oriented ideas than
scientific management followers
Thought organizations should be based on
group ethics
• 1911
Awakened interest in people at work in the United States
in the early 1900s

Often called “the father of scientific management”

His work eventually led to improved recognition and

productivity for industrial workers

He pointed out that just as there was a best machine for

a job, so were there best ways for people to their jobs
• 1914

Published The Psychology of

Management, which primarily
emphasized the human side of work
• 1920

Published “What’s on the Worker’s

Mind”, a significant interpretation of
his experiences from studying workers
while working with them
• 1923

former National Personnel

Association
carrying the subtitle “Devoted
Exclusively to the Consideration of the
Human Factor in Commerce and
Industry”
• 1930s
Actual manager who thought
organizations were social systems
that required cooperation
Believed manager’s job was to
communicate and stimulate
employees’ high levels of effort
First to argue that organizations
were open systems
• 1920s – 1930s

Both gave academic stature to the

study of human behavior at work in
Harvard University
Started in 1924, these series of studies were initially designed by Western Electric
industrial engineers as a scientific management experiment in Cicero, Illinois.
• ILLUMINATION • WORKING
• INCENTIVE PLAN
INTENSITY ENVIRONMENT
A F

B G

C H

D I

E J
 1800s ROBERT OWEN

Human needs of
employees
ANDREW URE 1835

The Philosophy of
Manufactures

1900s HUGO
MUNSTERBERG
Industrial Psychology

MARY PARKER
1900s
FOLLET
Proposed more people
oriented ideas
 1911
FREDERICK
TAYLOR
“The Father of Scientific
Management”
FRANK and LILLIAN
1914
GILBRETH
The Psychology of
Management
WHITING
1920
WILLIAMS
What’s on the Worker’s
Mind
AMERICAN
1923
MANAGEMENT
ASSOCIATION
Human Factor in
Commerce and Industry
 CHESTER
1930s
BARNARD
Organizations were open
systems
HAWTHORNE 1920s –
1930s
STUDIES
The Psychology of
Management
o The behavioral approach has largely shaped how today’s
organizations are managed.
o From the way that managers design jobs to the way that
they work with employee teams to the way that they
communicate, we see elements of the behavioral approach.
o Much of what the early OB advocates proposed and the
conclusions from the Hawthorne studies have provided the
foundation for our current theories of motivation, leadership,
group behavior and development, and numerous other
behavioral approaches.
REFERENCES:

Newstrom, J. W. (2007). Organizational behavior: human behavior at

work. NewYork, NY: McGraw-Hill.

Davis, K., & Newstrom, J. (n.d.). Human Behavior at Work: Organizational

Behavior 8th Edition.

Robbins, S. P., & Coulter, M. (2012). Management (11 ed.). (S. Yagan, Ed.)
New Jersey, USA: Pearson Education, Inc., publishing as Prentice Hall.