PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

 Module One 

Introduction to Human Behavior 

Lesson 1: Understanding Human Behavior 

Topic Learning Outcomes: At the end of the lesson, students should be able to: 

1. Describe the nature of human behaviour and organizational behaviour. 

2. Identify the characteristics of human behaviour. 
3. Classify the different types of human behaviour. 
Pre-activity: Students will form into eight   
groups. Each group will be given  
a cardboard smiley which shows   
different human behaviors. Each   
group will be given 15 minutes  
to discuss and analyze what   
particular behavior was shown   
by the smiley. 
  

Self  A group graded recitation via google classroom (Quiz) 

Assessment
: Each group will have a representative and explain her/his interpretation  of the
behaviour shown by the smiley. 

Understanding Human Behavior 

Human behavior is absolutely fascinating. Observing people and trying to predict

what they  will do next can provide a real learning experience. Human behavior is quite
predictable in many  instances. Personalities can be extremely complex but there are
areas that can be understood with a  high degree of accuracy.  

This concept has been defined by many authors. We will explore some of its
definitions.  Human behavior is the potential and expressed capacity of human
individuals or groups to respond  to internal and external stimuli throughout their life. 

Human behavior refers to the range of behaviors exhibited by humans which are
influenced  by culture, attitudes, emotions, values, ethics, authority, rapport. In addition
to being dictated by age  and genetics, behavior, driven in part by thoughts and feelings,
 is an insight into individual psyche,  revealing among other things attitudes and values.
Social behavior, a subset of human behavior, is  concerned with the considerable
influence of social interaction and culture.(Medina, 2017)

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In scientific research, human behavior is a complex interplay of three

components: actions,  cognition, and emotions. 
Human Behavior is also the full range of physical and emotional behaviors that
humans  engage in; biologically, socially, intellectually, etc. and are influenced by culture,
attitudes, emotions,  values, ethics, authority, rapport, persuasion, coercion and/or
genetics. This type of behavior is  scientifically viewed as being without specific meaning,
unlike social behavior that is influenced by  the expectations of others.(Zulueta, 2015) 

Four basic personality types of Human Behavior 

A study on human behavior has revealed that 90% of the population can be
classified  into four basic personality types: Optimistic, Pessimistic, Trusting and Envious.
However, the latter of  the four types, Envious, is the most common, with 30% compared
to 20% for each of the other groups 

The best examples of human behaviour is the expression of love, affection, care ,
empathy  and support. being expressive is the best human behaviour even if it is
something that is negative. It  opens the door for a healthy relationship and
environment. 

Based on the way people act or behave in different situations and in response
to different  stimuli, human behavior can be divided into different types. 

Classifications of Human Behavior 

To analyze and measure the behavior, psychologists have divided behavior

into different  classes. Classification of human behavior given below; 

Molecular  
and Moral  
Behavior 

Behavior 

Overt and  
Covert  
Behavior  

1. Molecular and Moral Behavior Molecular Behavior  

Voluntary and  Involuntary Behavior

The sudden behavior what occurs without thinking something is called

molecular  behavior. 
Example: Abul hits a stick on Kuddus eyes and Kuddus closes his eyes at
once. This is  molecular behavior. Unpredictable situation whereas Kuddus has
not any preparation to his  eyes or face situation. 
  
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Moral Behavior 

Moral behavior is the opposite of molecular behavior. When

human behavior  occurs with a thinking process is called moral behavior.
Example: counter attract. 2. Overt & Covert Behavior 
Overt Behavior 
The behavior that is visible and what occurs outside of human being is
called overt  behavior.  
Example: Playing football, eating something is overt behavior.  

Covert Behavior  
The behavior that is not visible and what occurs inside of human being is
called covert  behavior  
Example: thinking.  

3. Voluntary and Involuntary Behavior. 

Voluntary Behavior  
The behavior what depend on human want is called voluntary
behavior. Human  beings always have control on voluntary behavior.  
Example: Speaking, walking, writing etc.  
 Involuntary Behavior  
Behavior what occurs naturally is called involuntary behavior.  
Example: Movement of heart, taking oxygen and giving up carbon dioxide.  

Accomplishment of one bit behavior may become the stimulus for

further behavior.  It is possible to control such a behavior by education,
training, experience and environment. 

CHARACTERISTICS OF HUMAN BEHAVIOR  

Behavior is any activity which can be observed, recorded and measured.

Individual  behave within an environment, it is human nature to respond stimulus
situation created by  internal and external environment. Characteristics of human
behavior can be express as  under; 

A. Social rules and regulations: Human are social beings and obedient to social
rules and  regulations. Social rules and regulation drives an individual in a
particular way.  B. Language and understanding: Human beings express their
feelings and  emotion and conversation with each other through language.
Interaction of individual  and group helps them convey their news and views.  
C. Education and knowledge: Education is power which enables an individual to
acknowledge the difference between right and wrong. The value of practice in
acquiring 

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skill or knowledge common feature of human behavior. Education and

knowledge are  important modification of human behavior.  
D. Adaptability: It is human nature to change in order to deal successfully with  new
situation. Human beings always face changing environment. Adaptability with
changing environment is a common characteristic of human behavior.  
E. Capacity to learn knowledge: Only human being is capable enough to learn
knowledge. Human beings can increase their capacity by acquiring knowledge
and  experience. This is unique characteristic of human beings. 

CAUSES OF BEHAVIOR 
Behavior is a result of interaction between individual and situation. It is
human  nature to show response to stimulus situation. There is a cause sequence
of human behavior.  The cause sequence of human behavior are explained
below; 
 1. Stimulus Situation: Stimulus may be created by light, sound, job routine, other
people,  action of supervisor and any aspect of environment in which a person is
sensitive. 

2. Organism: When stimulus situation is faced by a person, then organism

automatically  start. Organism may be heredity, maturation, biological needs and
many learning such as  knowledge, skills, certain needs attitude and values.  

3. Behavior: Behavior is a result of stimulus situation and individual organism that

lead to a  person to do or behave. Behavior may be body movement, talking,
facial expression,  emotional responses and thinking. 

4. Accomplishment: The latest sequence is accomplishment.

Accomplishment  occurs when stimulus situation change. Further
accomplishment may include  survival, accident, attract from others.

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Lesson 2. Defining Organizational Behavior  

Topic Learning Outcomes: At the end of the lesson, students should be able to: 

1. Understand the nature of organizational behaviour.  

2. Differentiate individual behavior, group behavior in relation to organizational behaviour.  

Organizational behavior is the study of both group and individual

performance and  activity within an organization. This area of study examines human
 behavior in a work  environment and determines its impact on job structure,
performance, communication,  motivation, leadership, etc. Other definitions from
different authors are: 

1. Organizational behaviour - is the study of both group and individual  

performance and activity within an organization. Internal and external
perspectives are two  theories of how organizational behavior can be viewed
by companies. 

2. OB' -the study of the way people interact within groups. Normally this study is
applied in an  attempt to create more efficient business organizations. 

3. Organizational behavior also deals heavily in culture. Company or corporate culture is 
difficult to define but is extremely relevant to how organizations behave. 
∙ OB is nothing more than developing our understanding and development of
people  skill. A multidisciplinary field devoted to understanding individual and
group  behavior, interpersonal processes, and organizational dynamics. 

4. According to Luthans―OB is directly concerned with the understanding,

predicting and  controlling of human behaviorin organizations. 

5. According to LM Prasad : The study and application of knowledge  

about human behaviour related to other elements of an organization such
as structure,  technology and social systems.  

6. Stephen P Robins : “Organizational behaviour as a

systematic study of  the actions and attitudes that people
exhibit within organizations. 

7. Roman J. Alday―O.B as a branch of the social science that seeks to build theories
that can be  applied to predicting understanding and controlling behavior in work
organizations 

8.“Organizational behaviour is a field of study that investigates the impact  that

individuals, groups and organizational structure have on behaviour within the 
organization, for the purpose of applying such knowledge towards improving an 
organizational effectiveness..  
∙ OB is Study of human behavior in organizations 

There are two words 

1- Organization - An organization is a collection of people working together in a
division of  labor to achieve a common purpose.

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2- Behaviour - the way in which one acts or conducts oneself, especially towards others. 
  The difference between human behavior and organizational behavior 

Human behavior is inherent in each individual which means his characteristics, his
way of  behaving and thinking are his own features while organizational
behavior is a group or  company culture unique of each own felt and done. 

Individual behavior can be defined as a mix of responses to external and internal

stimuli. It is  the way a person reacts in different situations and the way someone
expresses different  emotions like anger, happiness, love, etc. 

Individual Behavior Framework 

The  
Environment 
t 

(Source: [Link]) Group Behavior 

The 
Individual 
Behavior Outcomes

The attitude, feelings and thoughts of a collection of people that can be

observed or  noticed. It is guided by some rules and regulations which may or
may not be so with the  individual. 
 A group behavior can be stated as a course of action a group takes as a family.

(Source: [Link].>james>kerr>your people are your most important asset) 

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Organizational behavior (OB) is the academic study of the ways people act within
groups. Its  principles are applied primarily in attempts to make businesses
operate more effectively. (Source: [Link]) 

([Link].2017) 
*The study of Organizational Behavior (OB) is very interesting and challenging too.  
 ✔ It is related to individuals, group of people working together in teams. ✔ The
study of organizational behavior relates to the expected behaviour of an individual
in  the organization. 
✔ No two individuals arelikely to behave in the same manner in a particular work
situation. ✔ It is the predictability of a manager about the expected behavior of an
individual  ✔ OB is concerned with the study of what people do in an organization
(social system) and  how that behavior affects the performance of the organization  
• Individual Behavior 
• Individual and group behavior 
• Organizational structure 

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ACTIVITY 1 

Name:___________________________________ Section Code:________

Score:__________ ( This page is intended for your assessment output. Kindly
provide the needed  information and you may cut this page properly when you are
told to submit this for record  purposes.) 

REVIEW 
INSIGHTS 
An insight is a new and clear perception. It is an ability to “see”
something clearly.  Insights are new knowledge or new ways to view
something. Insights are things you  want to remember.  

Highlight in your own words ten(10) insights from this Topic.  

1 

2 
 3 

4 

5 

6 

7 

8 

9 

10 

CRITICAL THINKING 
Think back on the material in this topic. 

What three questions would you raise about the topic? 1.  

  
2. 

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3.  

REFLECTION 

A reflection is what you think and feel about something. 

Express your personal thoughts and feelings or reactions to any of  the ideas or
topics in this topic. Be prepared to share these with the  class.
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Rubric for this assessment (question and answer test)

Needs    Approaching  Good(3)  Excellent (4)
Improvement(1) Standards(2)

Ideas and  Needs Approaching   Good  Excellent 

Content improvement  standards 
What you are   What you are
There is no You put thought writing about is   writing  about is
clear or  into  this, but clear. You clear and well
specific there is no  real answered  the expressed,
explanation  evidence of   question. Some  including  specific
in answer to learning. More support may be   examples to 
the   specific  information lacking, or your   demonstrate
question. is needed  or you what you 
sentences may be
need to follow  the learned. Well
a  bit awkward.  
directions more  done!
Overall, a decent  
closely.
job.

Use of Needs pproaching standards  Good  Excellent 

Terms  improvement 
Only one term Your answer   Your answer
No terms from  the lesson is included several   included  all the
from the  used in  the terms from the   terms from the 
lesson are answer. Try for a  lesson,   lesson that
used. few more, next applied to  the
demonstrating  
time. question asked.
adequate   All  
understanding of  terms are fully
the material. defined  and
used in the
proper  context.

Sentence   Needs Approaching   Good  Excellent 

Fluency improvement  standards 
Sentences are   Sentences are
Sentences are   Some sentences complete and complete  and
incomplete or are  complete and able  to be they connect to 
too   easy to  understood. one another
long. It makes   undersand. easily  
reading them   Others   when they are
require some work. read out  loud.
difficult.
Your writing  
'flows.'

Conventions  Needs pproaching standards  Good  Excellent 

improvement 

Few end marks Mistakes using Use of No punctuation or  

 structural
or   mistakes. No 
capital letters.   end  marks or punctuation  marks spelling errors.
Answers capitals as  well and capitals,  as Your  writing
contain   as spelling   well as spelling, is  shows full  
numerous mistakes make the   mostly correct. awareness of the
spelling or  writing hard to read. Few  errors exist in rules  of English
structural your  answer. use.
errors.

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Lesson 3. Nature of OB 

Topic Learning Outcomes: At the end of the lesson, student should be able to: 

1. Demonstrate mastery in explaining the nature of organizational behavior. 

2. Relate the contributing fields of organizational behavior 
3. Appraise the significance of OB.

Lets Start! 

1) A separate field of study and not a discipline only It has assumed the status of a
distinct field of  study. It is a part of general management. It represents behavioral
approach to management. 

2) An inter-disciplinary approach The OB is heavily influenced by several other behavioral

sciences  and social sciences like psychology, Sociology and anthropology. O.B. has
psychological foundations.  The concept like learning, perception, attitude, motivation
etc is borrowed from psychology,  sociology and anthropology. 

3) A Normative Science Organizational behavior is a normative science. A normative

science  prescribes how the various findings of researches can be applied to get
organizational results, which  are acceptable to the society. Thus, what is acceptable by
the society or individuals engaged in an  organization is a matter of values of of the
society and people concerned 

.4) A Science and Art Organization behavior is both art and science. It is considered as art
because it  contains knowledge about behavior of individuals. It is considered as science
because it involves  application of science. 

5) Humanistic and Optimistic Approach. Organizational behaviour focuses the attention

on people  from humanistic point of view. It is based on the belief that needs and
motivation of people are of  high concern. Further, there is optimism about the innate
potential of man to be independent,  creative, predictive and capable of contributing
positively to the objectives of the organization. 

6) Oriented towards Organizational Objectives Organizational behaviour is oriented

towards  organizational objectives. In fact, organizational behaviour tries to integrate
both individual and  organizational objectives so that both are achieved simultaneously. 

7) A Total Systems Approach. An individuals’ behavior can be analyzed keeping in view

his  psychological framework, interpersonal-orientation, group influence and social and
cultural factors;  Thus, individuals nature is quite complex and organizational behaviour
by applying systems approach  tries to find solutions for this complexity..  

Characteristics of OB 

1. Large Size. It employ Hundreds and thousands of employees.  

2. Human Resources  
3. Complexity. It involves huge investment and complicated
technology, their   management and operation is a complex
affair. 
4. Co-ordination  

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5. Pattern Behavior. There is a system of working in all organization like hierarchical

levels, a chain  of command, rules and procedures. 
6. Discipline. 
7. Dynamic Organization behavior is dynamic rather than static. It essence is  
 reflected in change in behavior of individuals in organization.  

Contributing Fields to Organizational Behaviour  

1. Psychology - Psychology is an applied science, which attempts to explain human

behaviour in  a particular situation and predicts actions of individuals. Psychologists
have been able to  modify individual behaviour largely with the help of various
studies. It has contributed  towards various theories on learning, motivation,
personality, training and development,  theories on individual decision making,
leadership, job satisfaction, performance appraisal,  attitude, ego state, job design,
work stress and conflict management. Studies of these  theories can improve
personal skills, bring change in attitude and develop positive approach  to
organizational systems. Various psychological tests are conducted in the
organizations for  selection of employees, measuring personality attributes and
aptitude. Various other  dimensions of human personality are also measured. These
instruments are scientific in  nature and have been finalized after a great deal of
research.  
2. Sociology: Science of Sociology studies the impact of culture on group behaviour and 
hascontributed to a large extent to the field of group-dynamics, roles that individual
plays  inthe organization, communication, norms, status, power, conflict
management, formal  organization theory, group processes and group decision-
making. 

3. Political science - Political science has contributed to the field of Organizational

behaviour.  Stability of government at national level is one major factor for
promotion of international  business, financial investments, expansion and
employment. Various government rules and  regulations play a very decisive role in
growth of the organization. All organizations have to  abide by the rules of the
government of the day. Social psychology: Working organizations  are formal
assembly of people who are assigned specific jobs and play a vital role in  formulating
human behaviour. It is a subject where concept of psychology and sociology  are
blend to achieve better human behaviour in organization. The field has contributed
to  manage change, group decision-making, communication and ability of people in
the  organization, to maintain social norms.  

4. Anthropology :It is a field of study relating to human activities in various cultural and 
environmental frameworks. It understands difference in behaviour based on value
system  of different cultures of various countries. The study is more relevant to
organizational  behaviour today due to globalization, mergers and acquisitions of
various industries. The  advent ofthe 21st century has created a situation wherein
cross-cultural people will have to  working one particular industry. Managers will
have to deal with individuals and  groupsbelonging to different ethnic cultures and
exercise adequate control or even  channelize behaviour in the desired direction by
appropriately manipulating various cultural  factors. Organization behaviour has used
the studies on comparative attitudes and cross cultural transactions. Environment
studies conducted by the field of anthropology aims to  understand organizational
human behaviour so that acquisitions and mergers are smooth. 

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Significance of OB 

• Managing Workplace Diversity- Work force diversity means that organizations

are  becoming more heterogeneous in terms of gender, which varies from the so-
called norm. It  includes women, south Indians, Benalies, Punjabies , physically
disabled, elderly etc. 

• Improving ethical behavior : After understanding the mechanism of human

behaviour,  managers are required to control and direct the behaviour so that it
conforms to the  standards required for achieving the organisational objectives.
Thus, managers are required  to control and direct the behaviour at all levels of
 individual interaction. Therefore,  organisational behaviour helps managers in
controlling and directing in different areas such  as use of power and sanction,
leadership, communication and building organisational  climate favourable for
better interaction.  

• In defining authority, power and status of an employee - The behaviors can be

controlled  and directed by the use of power and sanction, which are formally
defined by the  organization.  
Power is referred to as the capacity of an individual to take certain action and
may be utilized  in many ways. Organizational behaviour explains how various
means of power and sanction  can ,be utilized so that both organizational and
individual objectives are achieved  simultaneously.  

• In making communication- Communication helps people to come in contact

with each  other. To achieve organisational objectives, the communication must
be effective. The  communication process and its work in inter-personal dynamics
have been evaluated by  organisational behaviour. Essential to effectively
strategy implementation- Organizations, as  dynamic entities are characterized by
pervasive changes. Organizations have to adapt  themselves to the
environmental changes by making suitable, internal arrangements such as 
convincing employees who normally have the tendency of resisting any changes. 

• It contains a body of theory, research, application associated when a growing

concern  for in work place. Its study helps in understanding human behavior. The
study of theories and  research experiences of organization facilitates manager
for creative thinking to solve  human problems in organizations • Information
Technology gives power and information to  the one who can use it best. 

• The environment is changing rapidly making adaptation and change crucial to

survival organizations as closed systems isn’t a valid model.  

• Improving Quality and Productivity  

 In making effective organizational structure • In making group • In  
 motivation • In organizational development 

MODERN APPROACHES TO ORGANIZATIONAL BEHAVIOUR  

⮚ Human Resources Approach 

- The human resources approach is concerned with the growth and development of 
people towards higher levels of competency, creativity and fulfillment, because
people  are the central resource in any organization. This approach help
employees become 

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 better in terms of work and responsibility and then it tries to create a climate
in which  they can contribute to the best of their improved abilities. This
approach is also known  as supportive approach because the managers
primary role changes from control of  employees to providing an active
support for their growth and performance.  

⮚ Contingency Approach 
- A contingency approach to organizational behaviour implies that different
situations  require different behavioral practices for effectiveness instead of
following a traditional  approach for all situations. Each situation must be
analyzed carefully to determine the  significant variables that exist in order to
establish the more effective practices. The  strength of this approach is that it
encourages analysis of each situation prior to action.  Thus, it helps to use all the
current knowledge about people in the organization in the  most appropriate
manner.  

⮚ Productivity Approach 
- Productivity is a ratio that compares units of output with units of input. It is often 
measured in terms of economic inputs and outputs. Productivity is considered to
be  improved, if more outputs can be produced from the same amount of inputs.
But  besides economic inputs andoutputs, human and social inputs and outputs
also arc  important. 
⮚ Systems Approach 
- A system is an interrelated part of an organization or a society that interacts with 
everyone related to that organization or society and functions as a whole. Within
the  organization people employ technology in performing the task that they are
responsible  for, while the structure of the organization serves as a basis for co-
ordinating all their  different activities. The systems view emphasizes the
interdependence of each of these  elements within the organization, if the
organization as a whole is to function  effectively. The other key aspect of the
systems view of organization is its emphasis on  the interaction between the
organization and its broader environment,, which consists  of social, economic,
cultural and political environment within which they operate.  Organizations arc
dependent upon their surrounding environment in two main ways:  
∙ First, the organization requires inputs from the environment in the form of raw 
material, people, money, ideas and so on. The organization itself can be
thought of as  performing certain transformation processes, on its inputs in
order to create outputs  in the form of products or services. 
∙ Secondly, the organization depends on environment such as, public to accept
its  output. The systems view of organization thus emphasizes on the key 
interdependencies that organizations must manage. Within themselves the 
organizations must trade off the interdependencies among people, tasks, 
technology and structure in order to perform their transformation processes 
effectively and efficiently. Organizations must also recognize their
interdependence  with the broader environments within which they exist.  

Challenges  
 ∙ Challenges at the Individual Level  
– Job Satisfaction 
– Empowerment  
– Behaving Ethically 
• Challenges at the Group Level 

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– Working With Others  

– Workforce Diversity 
 Workforce DiversityAn important watchword in the twenty-first century
is  workforce diversity— 

The presence of differences based on gender, race and ethnicity, age, and
able  bodied ness. Success in the new workplace requires a set of skills for
working successfully  with a broad mix of People from different racial and ethnic
backgrounds, of different ages  and genders, and of different domestic and
national cultures.  

Valuing diversity is an OB theme 

- This refers to managing and working with others in full respect for their individual  
differences. Interpersonal sensitivity and cultural respect are indispensable to
valuing  diversity. Eventhough valuing diversity is emphasized in books and
classrooms, much  remains to be accomplished. A glass ceiling effect acts as a
hidden barrier limiting the  career advancement of minorities and women in
some situations. In a complex  organizational environment, different individuals
with different educational  backgrounds, races & different professional/working
skills work together. This leads to  workforce diversity and OB needs to manage it
so that the above diversity does not  offer obstacles towards growth of
organization.  

Challenges at the Organizational Level 

1- Productivity- A performance measure including effectiveness

and efficiency 2- Developing Effective Employees Absenteeism 
- Failure to report to work Turnover - Voluntary and involuntary permanent
withdrawal  from the organization Organizational Citizenship- Discretionary
behaviour that is not  part of an employee’s formal job requirements, but is
helpful to the organization 3- Competition from the Global Environment 
4- Managing and Working in a Global Village
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ACTIVITY 2 

Name:___________________________________ Section Code:________ Score:__________

( This page is intended for your assessment output. Kindly provide the needed 
information and you may cut this page properly when you are told to submit this  for
record
Argumentative Writing. Choose which side are you and justify with your very convincing  argument
in not less than five hundred words. 

“ Do Successful Organizations Put People First? 

Pro side-Yes ( they do because organizations are social systems and the care and feeding of  people
and their relationships is crucial to the organizations being able to be effective.)  

Con side: No, ( most organizations are social systems secondarily. Their first need is to be  efficient
and to make money. Managers need to be plugged into the outside environment but  minimizing
resources such as people is crucial to the success of the enterprise. )

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PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

 Module Two 

Theories and Concepts on HBO 

Lesson 1. Explaining the different theories and models in Human Behavior in  
  Organization 

Topic Learning Outcomes: At the end of the lesson, students should be able to: 

1. Explain the inception of Theory X , Theory Y and Theory Z 

2. Relate the contribution of Theory Z in the economy of Japan making it an 
economic giant. 

Video Presentation on human behavior, values and ethics in an 

organization exposing organizational problems and challenges.
Pre-activity: 
Group Dynamics. After watching the video, you will form a group  and will be asked to analyze the
problems/issues and their  intervention plan to resolve the problem. This will be done by group 

and the group facilitator will report in the class.  

Self-Assessment: Individual reaction paper will be required at the end of the lesson. 

Almost all organizations develop the models on the basis of which

behavior of the  people is determined. This model depends on the assumption
that organizational  behavior management carries about its people and mission
and goals. It is noted that most  of the organizations make the assumptions on
the basis that people are not to be trusted  even in the slightest matter.  

For instance McGregor theories X and Y is based on quite contradictory

assumptions;  Argyris focuses on the immaturity and maturity level of the people
providing two opposing  views. The Organizational Behavior models formulated
would show many different variations  and kind of continuum between the two
opposite poles. 

The organizational behavior revolves around three main theoretical

approaches:  cognitive, behaviorist and social learning frameworks. These
frameworks became the basis  on which the organizational behavior model
operates. The cognitive theory was developed  by Edward and depends on the
expectancy and incentive concepts while behaviorist  framework created by Ivan
Pavlov and John [Link] relies on observation power. While,  the social theory
depends on how the connection is created between the stimulus and  response. 

Douglas Murray McGregor (1906 – 1 October 1964) was a management professor

at the MIT  Sloan School of Management and president of Antioch College from
1948 to 1954. He also  taught at the Indian Institute of Management Calcutta. His
1960 book The Human Side of  Enterprise had a profound influence on education
practices.

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Douglas McGregor is a contemporary of Abraham Maslow. Likewise, he

also  contributed much to the development of the management and
motivational theory.  He is best known for his Theory X and Theory Y as
presented in his book ‘The Human  Side of Enterprise’ (1960), which
proposed that manager’s individual assumptions  about human nature and
behaviour determined how individual manages their  [Link]
was born in Detroit. He earned a B.E. (Mechanical) from  Rangoon Institute
of Technology, an A.B. from Wayne State University in 1932, then  earned
an M.A. and Ph.D. in psychology from Harvard University in 1944 and 1955
respectively. 
 McGregor’s Theory X and Theory Y 

Theory X says that most people don’t like to work and will avoid it if they
can. Theory X  managers believe that they need to force and threaten
people to work. 
Theory Y says that people can direct and control themselves, working
towards the  goals set by a company. 

Ouchi’s Theory Z says that workers, managers and can share control, work
as a team to  accomplish the company’s goal. 

Theory Z of Ouchi is Dr. William Ouchi's so-called "Japanese

Management" style  popularized during the Asian economic boom
of the 1980s. 
For Ouchi, Theory Z focused on increasing employee loyalty to the company
by providing a  job for life with a strong focus on the well-being of the
employee, both on and off the job.  According to Ouchi, Theory Z
management tends to promote stable employment, high  productivity, and
high employee morale and satisfaction. 

Ironically, "Japanese Management" and Theory Z itself were based on Dr. W.

Edwards  Deming's famous "14 points". 

Deming, an American scholar whose management and motivation theories were

more  popular outside the United States, went on to help lay the foundation of
Japanese  organizational development during their expansion in the world
economy in the 1980s.  Deming's theories are summarized in his two books, Out
of the Crisis and The New Economics,  in which he spells out his "System of
Profound Knowledge".  
- 
 He was a frequent advisor to Japanese business and government leaders, and
eventually   became a revered counselor. Deming was awarded the Second Order of
the Sacred   Treasures by the former Emperor Hirohito, and American businesses
tried to use his   "Japanese" approach to improve their competitive position.

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Theory X  Theory Y  Theory Z
 Employees dislike work Employees view work as Employees like work 
and  will try to avoid it.  a  natural part of life. 
Employees prefer to be   Employees prefer
controlled and directed.  limited  control and Employees help make 
direction.  decisions 
Employees seek
security, not  Employees will seek  
responsibility.  responsibility under   Employees take individual 
proper work conditions.  responsibility 
Employees perform
Employees must be
better  in work Employers and managers 
intimidated  by managers
environments that  are share control  
to perform. 
not intimidating. 
Employees are
motivated by  financial Employees expect long  term
Employees are
rewards. employment, slower  rates of
motivated  by many
different needs. promotion

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LESSON 2. FIVE MODELS OF ORGANIZATIONAL BEHAVIOR 

1. Compare the different Organizational Behavioral
Models in OB. 2. Determine the factors that must be
considered in OB. 

Autocratic  Model 
Custodial  Model 
Supportive  Model 

Collegial  
Model 
  

Systems  Model

These models are the most common models in use over the last 100 years. They
are in order.  Some of the oldest are still practiced.  

Models are possible explanations which explain how things work in an

organization. Models  are guides to understanding owners and management
behavior in particular. Top managers can  and do influence the whole organization. 

However, these models may be in use within a department or branch or

in the whole  organization. No model can explain everything. 

Managers choose models based on people, technology, environment and structure.

Models can  change over time depending on circumstances. 

1. Autocratic Model 
This model came about during the industrial revolution, in the 1800’s and 1900’s. It
depends on  power The manager has the power to demand “you do this or else” –
and an employee who  does not follow orders is punished. 

The manager has formal, official, authority over employees. This model assumes that
employees  have to be directed and pushed into doing the work. In this model,
management does the  thinking, employees obey orders and depend on the
manager. Employees are tightly controlled.  The manager can hire, fire and
“perspire” them. Employees may obey managers but employees  may not respect
management. 

Typically, employees receive minimum pay for minimum expected performance.

Employees may  have lower skills. Often, employees work in the authority model
because they have to….to  provide subsistence for themselves and their families. 

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⮚ Its weakness is that it leads to “micro management” With micro management,

managers  control all details of daily operations. Managers control time and
processes, they put their  needs above those of employees, they insist on
complicated approval processes for even the  smallest things and closely monitor all
results. 
⮚ The problem with the autocratic model and micro management is that it leads to low 
employee morale, poor decision-making (no one will make a decision because he/ she
is afraid  of the decision being over turned) and high turnover. As well, employees
kept quiet about  hating the workplace, they certainly made their feelings known at
home and in the  community. 

This model can get things done BUT it has high human costs. It can be
useful in crisis  situations, within armies or with short-term employees.  
The autocratic model was acceptable 100 years ago. However, today’s
understanding of  people’s needs as well as changing society values show
better ways of to organize behavior. 

Factors to be considered in OB 

∙ Respect your Subordinates – It’s easy to end up as rigid as the rules you are trying to 
enforce. It’s important that you stay fair and acknowledge that everyone brings
something  to the table, even if they don’t call the shots. Making subordinates
realize they are respected  keeps moral up and resentments low; every functional
team is built on a foundation of  mutual respect. 
∙ Explain the rules. Your people know they have to follow procedure, but it helps them
do a  better job if they know why. 
∙ Be consistent. If your role in the company team is to reinforce the company line, you
have to  make sure you have to so consistently and fairly. Its easy to respect
someone objective, but  hard to trust someone who applies policy differently in
similar circumstances. 
∙ Educate before you enforce. Having everyone understand your expectations up font
will  mean less surprises down the road. Being above board from the outset prevents
a lot of  miscommunications and misunderstandings. 
∙ Listen, even if you don’t change. We all want to feel like our opinions are appreciated,
even if  they aren’t going to lead to immediate change and being a leader means that
your team  will want to bring their opinions to you. Its important to be clear that they
are heard, no  matter the outcome. 

2. Custodial Model 
⮚ In the late 1800’s, employers realized that employees might work better if their
basic  needs more satisfied, if they were more secure and had a better quality of
work life. This  was called paternalism - taking care of employees by providing
them with benefits to  meet their security needs. 
⮚ The custodial approach depends on economic resources – money for wages and
benefits  - to motivate employees. The company has to have enough money to
cover these costs.  By the 1930’s most employers were offering welfare
programs…for example, housing, 

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 medical care and insurance, fewer working hours sick pay, pensions and paid
vacation  time off.  
⮚ The problem with the custodial model is that it leads to dependence on the
organization  by the employee because of the security offered. Employees do not
want to leave the  organization, not so much because they like the job, but
because they like or depend on  the benefits that go with it. They cannot afford
to quit. In this model, employees may  focus on economic rewards.  
⮚ They may be reasonable content, but may not be highly motivated – just
passively  cooperative. Companies that adopt the custodial approach normally
have a lower staff  turnover. However, employees do not produce their best
work and are not motivated to  grow to their full potential. The custodial model
is a good foundation for organizations  to grow to the next approach. 

 The basis of this model is economic resources with a managerial orientation of money. 

 The employees in turn are oriented towards security , benefits and

dependence on the  organization. 

 The employee need that is met is security. 

The performance result is passive cooperation. A successful custodial approach

depends on  economic resources. 

The resulting managerial orientation is toward money to pay wages and benefits.
Since the employees ‘ physical needs are already reasonably met, , the employer
looks to  security needs as a motivating force. If an organization does not have the
wealth to provide  pensions and pay other benefits , it cannot follow a custodial
approach. 
The custodial approach leads to employee dependence on the organization rather
than being  dependence on their boss for their weekly bread, employees now
depend on the organizations  for ther security and welfare. 

Employees working in a custodial environment become psychologically preoccupied

with their  economic rewards and benefits. As a result of their treatment , they are
well maintained and  contented. However contentment does not necessarily
produce strong motivation; it may only  produced passive cooperation. The result
tend to be those employees do not perform much  more effectively than under the
old authocratic approach. 

3. Supportive Model 
The supportive model came from research done in the 1920’s and 1930’s. It
depends on  leadership, not authority or money. Through leadership, managers
provide a work situation in  which employees can develop. 
The supportive model assumes that employees want to work and will take
responsibility.  Employees are encouraged to be involved in the
organization.  
 Employees are more strongly motivated because their status and recognition
needs are better  met than with earlier models.

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The supportive approach is not about money, but about the way people are treated
at work. A  supportive manager helps employees solve problems and accomplish
their work. However,  some managers may agree with the model but not actually
practice it at work.  This model is followed widely, especially in the West, because it
responds to employee drives for  complex needs. It is especially useful in production
work places. Employees in developing  countries are aware of management
practices around the world and are demanding more  modern approaches.  

4,Collegial Model 

This model began about 50 years ago. Collegial means people working
together  cooperatively. In this model, management builds a feeling of
partnership with employees. The  environment is open and people participate. 
The collegial model is about team work. Managers are coaches to help build
better teams.  Employees are responsible – they feel obliged to others on the
team to produce quality work.  Employees must be self-disciplined. Many
employees feel satisfied that they are making a  worthwhile contribution. This
leads to self actualization and moderate enthusiasm in the way  they perform. 

The collegial model is especially useful for creative work, like marketing or
communications or in  thinking environments, like education or planning.  
 The basis of this model is partnership with a managerial orienttion of
teamwork.  Employees in turn are oriented towards responsible
behavior and self discipline.  The employee need that is met is self –
actualization 
∙ The performance result is moderate enthusiasm. 
∙ A useful extension of the supportive model is the collegial model . The term collegeial
relates  to a body of people working together cooperatively. 

5. The System Model 

This is the most recent model. In this model, people want more than money, job
security and  cooperative teams. Employees today want trust, an ethical workplace,
managers who show care  and compassion and a workplace that has a sense of
community.  
The system model focuses on “identifying developing and managing the
strengths within  employees”. Managers focus on “helping employees develop
feelings of hope, optimism, self  confidence, empathy, trustworthiness, esteem,
courage, efficacy and resiliency.”  In the system model, “Managers protect and
nurture their employees…to develop a positive  workplace culture which leads to
organizational success and committed employees.”  
 Both managers and employees need social intelligence in this model with
managers as  facilitators. (Newstrom 39). 

In the system model, managers and employees see the mutual benefits and
obligations they share  in the complex system (the organization). Everyone has
psychological ownership for the  organization, its products and services. Everyone feels
possessive, responsible and “at home” in the  organization.  
Employees can reach a state of self motivation. Their highest order needs are
met. They have  passion and commitment to organizational goals, not just their own
personal wants and needs.

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Autocratic Custodial Supportive Collegial System 

mic  resources 
Leadership Partnership Trust, sharing 

Managerial Orientation 
Authority Money Support Teamwork Caring, compassion 

Employee Orientation Obedience Security and  benefits 

Job  
performance 
Responsible  behavior 
Psychological  ownership 
Employee psychological  result 
Dependence on boss 
Dependence on  organization 
Participation Self-discipline Self motivation 

Employees needs met 

Subsistence  (survival) 
Security Status and  recognition 
Self 
actualization 
Wide range 

Performance result Minimum Passive  cooperation 

CONCLUSIONS 
Awakened  drives 
 Moderate  enthusiasm 
Passion and  commitment to  organizational goals

∙ Models have changed over time. The choice of model depends on employee needs
and the  situation. Any of the models work in some situations. There is a trend
toward the newer  models. 
∙ The Model used depends on the knowledge and skills of managers, the expectations
of  employees, the policies and ways of life in the organization and the nature of
the work e.g.  low skilled, high programmed work, temporary work, or intellectual
work. 
USAGE AND CONTINGENCY 
There is no “best model”. Management is to identify the model it is actually
using and then  assess its current effectiveness. 
Managers must also be flexible. Every organization has a changing environment
and task  conditions. A good manager should respond, if necessary, by changing
the model which he or  she is using. 

RELATION TO HUMAN NEEDS 

All models are related to human needs. Each model is built on the others and is
progressive because  employees and organizations progress to situations where newer
needs arise. INCREASING USE OF SOME MODELS 
There is a trend toward supportive, collegial and system models. Top managers in
multi-national  corporations cannot be authoritarian and still be effective. Decisions
need to be made closer to  operations, “the front line”. In the Middle East, some
organizations will be forced to redefine the  old authoritarian and custodial models
and move towards more participative ones.  As an example of this, in January 2011,
many Arabs demonstrated in the streets of Tunisia, Egypt,  Lebanon, Jordan and
Yemen. They demanded the removal of old authority figures and requested  more of
a supportive or collegial model. 

MANAGERIAL FLEXIBILITY 
“Managers need to identify the current behavioral model but also must keep it
flexible…  Managers need to read, reflect, to interact with others, and to be
receptive to challenges to their  thinking from colleagues and employees.”  

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ACTIVITY 3 

Name:___________________________________ Section Code:________

Score:__________ ( This page is intended for your assessment output. Kindly
provide the needed information  and you may cut this page properly when you are
told to submit this for record 

1. Compare and contrast each of the five models of organizational behavior and give the
advantages  and disadvantages of each. 
HBO Similarities  Differences  Advantages  Disadvantages
Model 

2. 
Accomplish the Cornell Notes by filling up the required information. 
 ( Cornell Note is attached at the back)
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For evaluation and assessment, Cornell Notes is utilized.  

CORNELL Name: ________________________________________

Class: PACC10 Topic: Different theories and models of HBO
NOTES Date: __________  
ASSESSMENT Time : ___________ 
SHEET Instructor: Beverly T. Garcia.,DPA(CAR) 

QUESTIONS : Notes 
(highlight the learning points you obtained from this lesson)

1. Which from the

three   
given theories
(X,Y,Z)   
expressed the human
side   
of an   
[Link]
.

SUMMARY: Write 4 or more sentences describing specific learning from

these  notes. 
________________________________________________________________________________

___

________________________________________________________________________________

___

________________________________________________________________________________
 ___

________________________________________________________________________________

___

________________________________________________________________________________

__ 

_______________________________________________________________________________

___ 

_______________________________________________________________________________

___

_______________________________________________________________________________

___

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 MODULE THREE 

Determining the Levels of Influence and Managing Communication 

Lesson 1. The levels of Influence in Human Behavior 

Topic Learning Outcomes: At the end of the lesson, students should be able to: 1. Demonstrate
understanding of the levels of influence in human behavior. 2. Examine organization
behavior from the perspective of individual and group  

SKETCHNOTING Instead of taking traditional lecture notes, you are going to sketch a

Pre-activity: 
picture that represents what you want to learn in the class for this  particular meeting , given the
topics . Remember, it’s not about the  
 quality of the art – it’s about how drawing prompts you to visualize  your
understanding and look at their learning from a different  perspective. 
Self-Assessment: Write a Reflection on “Projecting Self-Image through your
Behavior”  in not more than three hundred words. (Rubric appended on the last  
page.) 

We have explored the different theories and models of Human

Behavior that  adequately provide more understanding of the course. Similarly
important , is also retaining how  well we understand what is the importance of
human behavior. 

The study of organizational behavior gives insight on how employees behave and
perform in  the workplace. It helps us develop an understanding of the aspects that can
motivate employees,  increase their performance, and help organizations establish a
strong and trusting relationship with  their employees. The main objective of
Organizational Behavior is to understand the human  interactions in an organization, find
what is driving it and influence it for getting better results in  attaining its goals. The
organizations in which people work affect their thoughts, feelings, and  actions. 

In dealing with human behavior, there are three levels of influence. These levels
of influence  are the individual, the group, and the organization. The three levels are
interconnected so it is critical  to understand each one. 

Individual Group Organization

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Individual and group behavior affect the organization and will definitely influence
the  organization. How they behave will now define the behavior of the entire
organization and the  sound it becomes is the reflection how each deals with each other.

Achieving this situation means the organization had prepared immensely to

address the  challenges and issues in existence, like individual differences, perceptions,
values and upbringing,  experiences and cultures. Every now and then, it is almost normal
that workplaces are disturb  with adversities. 

What are some problems of the organizational behavior in the workplace? 

Organizational Behavior is field of study that investigates the impact that

individuals, groups  and structure have on behavior within an organization. It covers
 three determinants of behavior in  organizations: individuals, groups, and structure
(Robbins and Judge 2012). Organizational Behavior  covers the core topics of motivation,
leadership behavior and power, interpersonal communication,  group structure and
process, learning, attitude development and perception, change process,  conflict, job
design and work stress.  

As such, there are a great deal of different problems in organizations which are
related to  organizational behavior. Below are some of these:  

• Organization wide problems – which can lead to high staff turnover. High staff
turnover  means that the staff are not satisfied with the work, and the compensation is
not enough to retain  the employees. Employee dissatisfaction is connected with low
pay, insufficient training in the  workplace, limited advancement opportunities and other
facts (Price et al. 2007). 
• Employee and Managerial issues – This covers aspects such as workforce
diversity and  changing demographics of the workforce. Workforce diversity brings new
challenges with respect of  communication, team dynamics and dysfunctional conflict.
Employee issues – these can be  supervisor issues, personality conflicts, interpersonal
communication issues etc.  

• Global challenges due to Internationalization - Today’s managers have to deal

with  employees from different cultures and this can be a challenge due to language
barriers and cultural  differences. In addition, there are business and ethical
considerations such as: How does an  organization do business on a global scale without
leaving a negative footprint on the world? Other  poor interpersonal communication
issues include unequal level of wages, unequal gender relations,  racial abuse, low level
of ethical and moral education, dishonesty of employees and distrust in the  workplace. 

In this course , students are introduced to the foundations of Organizational

Behavior  through the self-discovery of their own personalities, preferences, abilities, and
learning styles. The  concepts of individual, group, and organizational behavior are
delivered in a way that allow them to  envision how they will fit into organizations and be
successful in leadership roles. A variety of tools  are used to guide the reader through the
self discovery process, including module opening self assessment tests, and closing case
studies.

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Lesson 2: Managing Communication 

Topic Learning Objectives : At the end of the semester, students should

be able to; 1. Explain the meaning and types of communication 
 2. Articulate the importance of proper communication in our day to day lives. 

Message Relay Game (for online modality only) 

The class will be divided by groups. Each of them will choose  
a leader who will transmit the message in order, from the first  

Pre-activity: 
member of the group to the last. The group that can relay the  accurate message will be given
the points or be declared winner

Assessment: Graded by group (each will cooperate to win. If done online, we 
will utilize the Zoom breakout group) 

 Communication is very vital in our everyday life. Man’s existence is meaningful because
it  can be defined and can be understood. Through this simple ability of man to
communicate this  present generation is living on this very complex and yet wonderful
world of modern existence .  Computers, ipods, android phones, touch screens, LCD’s
wow! Language is our main medium for  communication . whether it is a speech, a
poster, billboard, a gesture, or a class lecture words really  matter.  

I. What is Communication? 
- Is the transfer of information and understanding from one person to another person.
It is a way of reaching others with ideas, facts, thoughts, feelings, and values. It is a
bridge of  meaning among people so that they can share what they feel and know.  
a. Goal of Communication  
 is to have the receiver understand the message as it was intended 
b. When is communication effective 
 when it provides a bridge for meaning between the two people so that
they can each  share what they feel and know. 

II. Importance of Communication 

⮚ Organization cannot exist without communication so as the people 
⮚ No information inputs 
⮚ No instructions 
⮚ No coordination 
⮚ No cooperation 
∙ in short we communicate to get information, motivate, praise and etc. ∙ It
accomplishes Management Basic Functions; planning, Staffing, Organizing,
Leading and  Controlling.

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III. What is the Two –Way Communication Process?  

 ⮚ Is a method by which a sender reaches a receiver with a

message. THE COMMUNICATION PROCESS 

MESSAGE 

Barriers 
 II 
SENDER II Bridge of RECEIVER develop an  
receive decode accept
idea encode transmit  

II Meaning  
 Step 1 2 3 II 4 5 6 7    

IV. Potential Problems 

⮚ Polarized 
⮚ Defensive reasoning 
⮚ Cognitive dissonance 
⮚ Face –saving 
⮚ Self – concept 

V. What are the Communication Barriers? 

⮚ Obstacles that act as noise or Barriers to communication 
Use and provide feedback

1. Personal barrier – it is the communication interferences that arise from

human  emotions, values, and poor listening habit. 
 ** It involves Psychological Distance 
2. Physical Barriers – it is communication interference that occur in the 
environment in which the communication takes place. 
** It involves Ecological control 
3. Semantic barriers - semantics is the science of meaning, as contrasted to 
Phonetics, the science of sounds. Nearly all communication is symbolic ;
that is, it  is to achieve using symbols(words, pictures, and actions) that
suggests certain  meanings. 
-This barriers arises due limitations in the symbol with which we
communicate. - Symbols usually have a variety of meanings, and
we have to choose one  
meaning among the many. Sometimes we choose the wong meaning and  
misunderstanding occurs. 
** it involves : Inference 
  
VI. Communication Symbols 
1. Words- it is the main communication symbol used in the job. 
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⮚ Context providers 
2. Pictures – a second type which is used to clarify word
communication Examples: 
-Blueprints 
-progress chart 
-fishbone diagram 
 3. Action (Non-verbal communication) – A third type of communication symbol
is action,  also known as Non- verbal communication. 
 Example: A handshake and a smile has meaning. A rise in pay or being late
in an  appointment also has meaning. 

The Six C’s of Effective Communication 

⮚ Clear 
⮚ Concise 
⮚ Correct 
⮚ Complete 
⮚ Courteous 
⮚ Concrete 

Types of Communication 

1. DOWNWARD COMMUNICATION 
⮚ flow of communication from higher to lower level of authority 
 For pre requisites: 
 a. Positive communication 
⮚ managers must convince themselves that communication is an important part
of  every job. 
b. get Informed 
⮚ seek out relevant information of interest to employees 
c. Plan for communication 
⮚ Imperative in managerial Functions 
d. Trust 
⮚ Avoid rejection of Management directives 
 *Communication Overload  
⮚ results to poor understanding 
⮚ employees cannot process information because it exceeds than
they need.  * Key to better understanding is Timing and
Communication Needs. 
⮚ Proper instruction regarding the work 
⮚ Objective Information 
 *To relate expectations with employees 
⮚ Communication Adjustment 
-It increased in task , incrase in communication flow. Turn over is
reduce by realistic  previous 
⮚ Communication Support

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- Perception that employees are cared for and valued. 

 * Performance Feedback 
-Employees know what to do on how will they are meeting their goals. 
- learns to improve performance and improve attitudes performance is
improved  by feedbacks. 

2. UPWARD COMMUNICATION 
- RELEVANT to Two Way communication 
- Supplies sufficient information to make sound decisions 
- This process requires initiative, positive action, sensitivity to weak signals , and
adaptability  to different channels of employees information. 
- Difficulties 
- Delay- slow movement of information up to the higher level 
 Filtering – partial screening out of information (occurs due to natural tendency
of the   employee to tell the Superior what the superior wants to hear) - Short
Circuiting – skipping out more steps in the communication Hierarchy ⮚ Positive
Side - It reduces filtering and delay 
 ⮚ Negative Side – upsets those who are bypassed 
- Distortion – willful modification of a message to achieve one’s personal
objectives. Ex: Employees exaggerate achievements for recognitions. 

∙ Diversities of Communication 
1. Recognize that everyone lives in a different communication “world” ; men and
women  simply value different patterns.. 
2. Accept that the way you talk is only of many possible ways; 
3. Learn that people (Male/female) will expect, value, and reward communication
style like  their own. 
4. Managers need to read key signal in their intercations with others and adjust their 
communication styles accordingly. 
5. Managers should allow a person with something to contribute to be heard,
regardless of  their own style preferences. 

∙ UPWARD COMMUNICATION PRACTICES 

⮚ Questioning – asking good questions 
▪ Shows employees that management takes an interest in their opinions 
desires additional Information , values, their inputs. 
⮚ Open Questions – introduce a broad topics and gives others an opportunity to 
respond in many ways. 
⮚ Close questions – focused in a narrower topic and invite the receiver to
provide a  more specific  
Response. 
∙ Listening – requires the use of the ear and the mind, it helps receivers
understand  both the factual idea and eotional message. 
-good listeners not only hear but learn the feelings and emotions of the 
32 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

 person. 
∙ Employees Meeting – employees are required to talk and discuss job
problems,  needs and Management practices that both help and interfere
job performance. -employees are encourage to see their supervisor to
resolve problems prior to  higher managements. 

❖ Guidelines for effective Listening 

Stop talking  Be patient

Put the talker at ease  Hold your Temper

Show the talker that you want to listen  Go easy on argument and criticism

Remove distraction  Ask relevant questions

Empathize with the talker  Stop Talking

3. LATERAL COMMUNICATION – A Cross Communication , a communication across

chains of  commands 
o It is preferred because people wanted in formality with people in other  
departments. 
⮚ Boundaries Spanner – employees who have a strong communications
links with  their departments, people in other units and often with
external community. ⮚ Networks – a group of people who develop and
maintain contact to exchange  information 
Informally, usually about shared interest. 
o Helps broaden employees interest , keep them more inform about new  
teachnical  
developments , and make them more invisible to others. 
⮚ Ombudsperson- responsible to receive and respond to inquiries,
complaints,  requests, for policy clarifications , or allegations of
wrong doing from the  
employees who did not feel comfortable going to normal channels. 
4. ELECTRONIC COMMUNICATIONS – A COMPUTER BASED
COMMUNICATION SYSTEM - Instantaneous sending message to hundreds of
people. 
∙ Disadvantage – loss of face to face contact 
∙ Advantage – the dramatic speed and convenience in communication. 
Suggestions for developing and using a personal network 
1. Inventory your resources so that you know what you have to
offer others. 2. Clarify your purpose for establishing or joining a
network 
3. Join significant community organizations and contribute to them 
4. Initiate contact with people whatever you can find (or create ) a reason. 5. Share
news, information and ideas with others , thereby creating an obligation for
them  to reciprocate. 
6. Seek our responsibilities that will bring you into contacts with key people. 7.
Demonstrate to other networkers that you can be trusted with confidential
information. 8. Identify the key members of your network - those who have the
most influence  connections, and willingness to help.

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9. Don’t hesitate to tap into members of your netwok for general advice , career
contacts, and  other useful information. 
10. Find various ways to help your network colleagues satisfy their needs. 
Sample Guidelines for email Netiquette  
∙ Provide your recipient with an informative subject to your message. 
∙ Indicate the degree of urgency with which you need to respond. 
∙ Limit the use of acronyms and emotions unless the receiver is thoroughly familiar with
them  and receptive to them 
∙ Be cautious about forwarding messages and replying to them , ensure that the
message is  going only to the right person. 
∙ Don’t assume that everyone is equally comfortable with email or checks thei
messages as  frequently as you do. 
∙ Scan your inbox several times a day to assess which messages have the highest
priority and  respond to them first. Neverheless, try to get back all messages
requiing your response  within 24 hours. 
∙ Be brief. 
∙ Exercise as much care in spelling and punctuations as you would with a printed
message;  recipients often judge you on the basis of your care and attention to
detail. 5. TELECOMMUNICATIONS – ability to accomplish all or part of the work at
home, or at a  satellite location, through computer links to their offices. 
6. INFORMAL COMMUNICATION – informal communication of employees and people
in the  community. 
∙ Grapevine – is an informal communication system 
-arosed during the civil war 
Communication was stung loosely from tree to tree, thus sub  
communications were incorrect and confusing. 
∙ Electronic Grapevine – a system that speeds transmission of more
units of  information within a very short time. 
7. RUMOR – destroys loyalty and perpetrate hostilities. 
⮚ Occasionally , negative, incorrect and devastating 
⮚ Synonymous to grapevine 
⮚ A grapevine information that is communicating without secure
standards of  evidence. 
❖ Interest and Ambiquity – must be present to begin a rumor if the
subject is  unimportant, there is no reason to spread the rumor. 
❖ Types of Rumor 
⮚ Historical and Explanatory – attempt to make a meaning out of
incomplete  prior events. 
⮚ Spontaneous and Action Oriented – they arise from much
forethought  and represent 
Attempts to change a current situation. 
⮚ Control of rumor – it must be dealt with firmly and consistently.

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PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 
  
Guidelines for Control of Rumor 
1. Remove its causes in order to prevent it. 
2. Apply efforts primarily to serious rumors 
3. Refute rumors with facts 
4. Deal with rumors as soon as possible 
5. Emphasize face to face supply with facts confirm in writing if necessary 
6. Provide facts from reliable sources. 
7. Refrain from repeating rumor while refuting it. 
8. Encourage assistance of informal and union leaders if they are
cooperative. 9. Listen to all rumors in order to understand what
they mean. 

SUMMARY : 

Communication is the transfer of information and understanding from one

person to  another. Organization needs effective communication in downward,
upward and lateral  directions. The Two way communication process consists of
these eight steps : develop an idea ,  encode, transmit, receive, decode , accept, use and
provide feedback. To overcome personal ,  physical, and semantic barriers, managers ,
must pay close attention to communication symbols.  , such as words, pictures, and
non verbal actions. Effective communication requires study and  use of semantics –
the science of meaning – to encourage understanding.  

Activity no. 4 

Name:___________________________________ Section Code:________

Score:__________

35 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

( This page is intended for your assessment output. Kindly provide the
needed  information and you may cut this page properly when you are told to submit
this for record  purposes.) 
Instruction: You are asked to give three examples of each symbol of communication.
 Words  Pictures(this item requires  you to Action 
Ex: No Parking  submit 3 pictures or  images) Ex: RUN! 
1.  1. 
2.  2. 
3. 3

Below are questions which you should answer to the best of your knowledge. (5 points each)

Questions:  Answers:

1. What do you think will happen when 

communication is distorted? Cite a  
situation. 

2. How do you deal with rumors?

3. Can you give your view about social 

media? State its advantages and  
disadvantages.

Rubric for Short Question and Answer Test

Unsatisfactory  Competent  Exemplar
y

36 BEVERLY T. GARCIA, DPA(CAR) 

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 Fails to address the question Demonstrates an adequate Demonstrates an accurate
or demonstrates an understanding of the   and  complete
inadequate  or partial grasp question understanding of  the
of the question. question

Answer lacks clarity, may be Answer displays basic  Answer displays clarity
confused, omit significant knowledge of the issue. of  thought, depth of
facts  or is otherwise reflection,  and insight
incomplete

Does not incorporate Incorporates some   Incorporates pertinent  

pertinent  information from information from lectures Details from lectures
lectures or  assigned reading and assigned readings but and  assigned readings,
not in an overly thorough providing  evidence for
manner key claims  
when needed.

Substantially digresses from Usually maintains focus but Maintains focus, avoids
the  central issue may occasionally digress  from being  sidetracked
the central issue

Significant problems with   Presents information fairly Presents answer clearly

clarity, concision, and   clearly and concisely, may and  concisely,in an
organization, making the   have minor organization organized  manner.
information presented problem
difficult  to comprehend

May merely restate the Does more than merely   Does much more than
question  and offer an restate the   merely  restate the
irrelevant or   question and offer a brief question and offer  a brief
undeveloped response response response

May contain enough Uses acceptable style and Uses elements of style
distracting  Grammar grammar (contains one or a and  grammar well .
,spelling, etc. errors  to make few errors)
it substantially  
incomprehensible

Lesson Three: Social System and Organizational Culture 

Topic Learning Objectives: At the end of the lesson, students should

be able to: 1. Explain the social system and organizational culture.
37 BEVERLY T. GARCIA, DPA(CAR) 
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 2. Identify the psychological and economic contracts in the
social system. 3. Determine the types of culture in an
organization 

QUESCUSSION 
Ever played Jeopardy? Then you’re ready for quescussion. It’s like a 

Pre-activity: 
standard class discussion but only questions are allowed (students  call “Statement!” if someone
slips up). If you play this game at the  

beginning of the course, the questions can help shape your course. If  you have
students both in the room and calling in from a distance,  make sure the remote
learners get equal airtime and that your audio  
system is picking up student voices clearly. Self-Assessment: Students are graded
based on the rubric

Understanding a Social System 

Social System - is a “complex” set of human relationships interacting in many ways.   A

social system is a complex set of human relationships interacting in many ways. • 
Within a single organization, the social system includes all the people in it and their
relationships to  one another and to the outside world. ([Link].
retrieved 2017)06-09. 

Why Complex?  
1. Behavior of one affects the behavior of others  
2. It is an “open system” 

Social Equilibrium 
• A system is said to be in social equilibrium when its interdependent parts are in
dynamic working  balance 
• Equilibrium is a dynamic concept, not a static one. Despite constant change and
movement in  every organization, the system’s working balance can still be
retained.  

Social Equilibrium/Disequilibrium Equilibrium  

• when there is a dynamic working balance among its interdependent parts  
Disequilibrium  

• When the interdependent parts system are working against each other  

Functional and Dysfunctional Effects 

⮚ Iftheeffectsofchangearefavorableforthesystem,ithasa
Functional  effect 
⮚ When an action or a change creates unfavorable effects, such as adecline in 
productivity, for the system it has a dysfunctional effect. 
  Employees can also have functional or dysfunctional effects o n t h e
organization.  They can be creative, productive, and enthusiastic and actively
seek to improve the quality of  the organization’s product or service. On the o t h
e r h a n d , t h e y c a n b e t a r d y , 

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a b s e n t f r e q u e n t l y , u n w i l l i n g t o u s e t h e i r talents, and resistant to 

organizational changes. For employees to exhibit functional behaviors, they need
to  receive clear expectations and promises of r e w a r d . F u r t h e r m o r e , i n
e x c h a n g e ,  t h e o r g a n i z a t i o n n e e d s t o r e c e i v e a commitment
from the employees. 

Exchange theory 
 This theory simply suggests that whenever a continuing relationship exists 
between two parties, each person regularly examines the rewards and costs of
that  interaction. In order to remain positively attracted to the relationship both
parties must  believe that a net positive ratio (rewards to costs) exists from their
perspective.  Consequently, the psychological contract is continually examined
and often revised as new  needs emerge and new rewards become available. 

Psychological and Economic Contracts 

• ECONOMIC CONTRACT- where time, talent, energy are exchanged for wages,
hours and  reasonable working conditions. 
• PSYCHOLOGICAL CONTRACT –the conditions of each employee’s
psychological  involvement-both contributions and expectations-
with the social system  

The Result of the Psychological Contract & The Economic Contract Psychological Contract 

Economic Contract Employer 

: • Expected Gains 
• Rewards offered Employee: 

If expectations are met: 

- Job satisfaction 
- High performance  
- Loyalty If not: The opposite Employer: If expectations are met:  
• Employee retention  
• Possible promotion If not: ⎫ Corrective Action;discipline 
 Possible separation  

Employee: • Expected Gains • Intended Contributions  

 ⮚ Psychological contract builds upon the concept of “exchange theory’ Whenever a
continuing  relationship exists between two parties, each person regularly examines
the rewards and  costs of that interaction. In order to remain positively attracted to
the relationship, both  parties must believe that a net positive ratio (rewards to
costs) exists from their perspective. 

⮚ Social Culture  
⮚ An environment of human-created beliefs, customs, knowledge
and practices ⮚ • SOCIAL- is the behaviour of people when they act in
accordance with the  expectations of others 
⮚ • CULTURE-is the conventional behaviour of her society and it influences
all her  actions even though it seldom enters her conscious thoughts  

Culture differences

39 BEVERLY T. GARCIA, DPA(CAR) 

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Some of the ways in which culture differ includes: 

• Patterns of decision making 
 • Respect for authority  
• Treatment for females  
• Accepted leadership styles  

*Manager’s must know  

Cultural Diversity  
a. Job related- (organizationally created)  
• Types of work 
• Rank  
• Physical proximity to one another 

 b. Non job related- (arise primarily from individual’s personal

background) • Ethnicity  
• Culture 
• Socioeconomic 
• Sex  
• race  

⮚ Differences need to be recognized, acknowledged, appreciated, and used to

collective  advantage. 
*** • Culture adaptable 
 • Culture dependent  
This cultural diversity or rich variety of differences among people at work, raises the
issue of fair  treatment for workers who are not in positions of authority. 
 Problems may persist because of a key difference in this context between
Discrimination And  prejudice.  
Discrimination = is generally exhibited as an action, whereas prejudice is
an attitude  ⮚ Either may exist without the other.  
⮚ The law focuses on an employer’s actions, not feelings.  
⮚ If actions lead to what is legally determined to be results, such actions are
unlawful  regardless of the employer’s alleged good intentions.  

Prejudice and Discrimination 

• Prejudice is a system of negative beliefs, feelings, and action-orientations
regarding a  certain group or groups of people. 

Prejudice - means “prejudgment”, and unjustifiable and usually

negative   attitude toward a group--often a different cultural, ethnic
or gender   group. It is a mixture of beliefs (overgeneralized -
stereotypes),   emotions (hostility, envy, or fear), and predispositions
to action (to   discriminate) . 

Lesson Four : Psychology of Prejudice 

Topics Learning Outcomes: At the end of the lessons, students should be able to:

40 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

1. Point out the causes of prejudice prevalent in the organization. 

2. Associate prejudice to social cultural values of individuals in the organization.

For Online Modality :  

For Modular learning:

Video viewing on organizational  

Students will be guided to search  

Pre-activity: 
issues and challenges. After the  viewing students will be advised to  have an oral report through
google  
articles on organizational concerns.  Each will choose one to analyze, and  they will be required to
submit their  
meet. 
output.  

Self - 
Assessment: 
Individually students are graded  after the report 
Outputs will be graded according to  how well they analysed the situation.

As we delve further in studying organizational problems, and how

individual behavior affects the entire culture of the organization, we will try to
understand how the  psychology of prejudice affects each individual. The
psychology of prejudice examines the  subjective state of individuals, noting
three levels of prejudice: – Cognitive – Emotional – Action-orientation 

• Some possible causes are self-justification, personality, and frustration

aggression  • Cognitive- person’s beliefs and perceptions of group as
threatening/non-threatening,  inferior/ equal, seclusive/intrusive, impulse
gratifying, acquisitive, or possessing positive or  negative characteristics 
• Emotional - feelings that a minority group arouses in an individual  
• Action-orientation - positive or negative predisposition to engage in
discriminatory  behavior  
• Self-Justification- denigrating a person or group to justify maltreatment of
them, leading  to prejudice and discrimination against members of another
group 
• Authoritarian personality - harsh parental discipline, child tends to be insecure
and nurture  much latent hostility against the parent. As an adult, may
demonstrate displaced aggression  against a powerless group to compensate
for their feelings of insecurity and fear. 
• Frustration - result of relative deprivation in which expectations
remain unsatisfied  ∙ prejudice examines the objective conditions of
society as social forces behind  prejudiced attitudes. 

- Some possible causes are 

✔ Socializations  
✔ Competition  
✔ Conformity to social norms  

Stereotype 
• A stereotype is an overcomplicated generalization by which we attribute
certain traits or  characteristics to any person in a group without regard to
individual differences . • Once established, stereotypes are difficult to
eradicate, as several studies have shown.  
 Ethnophaulisms 

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PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

• Ethnophaulisms are derogatory words or expressions used to describe racial or ethnic  groups. 
• Ethnic humor is often at the expense of a particular group, but may also serve to  strengthen
group cohesiveness, dissociate oneself from stereotypes of one’s group, or  affirm oneself by
pointing out the absurdity of one’s predicaments.  
∙ Social Prejudice •  
∙ Greater interaction and education do not necessarily reduce the level of prejudice in a  society. 
∙ Use of cooperative learning technique in a classroom setting has demonstrated an  effective means
of promoting better intergroup understanding and self-esteem  

Prejudice and Discrimination  

• Discrimination is an action or practice of differential and unequal treatment of other  groups of
people, usually along racial, religious, or ethnic levels.  

Prejudice and Discrimination  

• Like prejudice, discrimination also exists at different levels of intensity: 

θ Verbal expression  
θ Avoidance θ Exclusion  
θ Physical abuse  
θ Extermination  

Social Cultural Values  

• Views work as very important thing in life  
• Views work as a desirable goal  
• Likes work and is satisfied with it Social Responsibility 
• Is the recognition that organizations have significant influence on the social system and  that
influence must be properly considered and balanced in all organizational actions. 

42 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Activity no. 5 

Name:___________________________________ Section Code:________

Score:__________ ( This page is intended for your assessment output. Kindly provide the
needed information and  you may cut this page properly when you are told to submit this
for record purposes.) 

Direction: Answer the questions briefly.

1. How does cultural upbringing influence a member of the organization?

2. Describe two situations where you experience prejudice in your school.

3. How did you overcome the situation?

4. As a student , what will you do to discourage prejudice and discrimination.  Kindly create an
activity for this purpose.

43 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Lesson Five: Work Ethics 

 Topic Learning Outcomes: At the end of the lesson, students will be able to: 

1. Describe what Work Ethics is, and how important it is in the

workplace. 2. Identify the Top 10 work Ethics. 
3. Develop a strong Work Ethics and how will it impact your future as an employee. 
Students will be instructed to read RA 6713 
Pre-activity: 

Self - 
Oral recitation on the provision of RA 6713
Assessment

Let’s define what is Work Ethics ? 

Work ethic is a valuable attribute that employers look for in every

industry. Showing the  values associated with a good work ethic can increase
your employability and help you position  yourself for better job opportunities.
Employees with excellent work ethic often receive for special  projects and
opportunities because they’re reliable, dedicated and disciplined. This list will
help you  identify ways that you can highlight your work ethic in any [Link]
Definition: a standard of  conduct and values for job performance
([Link] development/work-ethic-skills,
July 30, 2020) 

Examples of work ethic skills 

∙ Reliability * Dedication* Discipline* Productivity *Cooperation* 

Integrity.*Responsibility *Professionalism. 

Top 10 Work Ethics 

¬ Attendance ¬ Character ¬ Team Work ¬ Appearance ¬ Attitude ¬
Productivity ¬ Organizational Skills ¬ Communication ¬ Cooperation ¬
Respect  

What is a role?  
• is a pattern of expected actions 
• It reflects a person’s position with its accompanying 
θRights and obligation 
θPower and responsibility

44 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Function of Role in Social System: “To anticipate other’s behaviour”  

Roles perform by an employee 
-A leader A club president A parent 
An adviser A stockholder A musician 
A staff person A consumer A student 
A specialist An accountant A worker 
A golfer A spouse A subordinate 
A follower A Committee chairperson  
And more!!  

Things to know 
• Role Perception 
• Role Flexibility 
• Role conflict 
• Role ambiguity  
• Importance of mentorship program 

Role Conflict 
When others have different perceptions or expectations of a person’s role ,t h a
t  p e r s o n t e n d s t o e x p e r i e n c e 
⮚ S u c h c o n f l i c t m a k e s i t difficult to meet one set of expectations
without  rejecting another. 

Role Ambiguity 
 When roles are inadequately defined or are substantially unknown, Role
ambiguity  exists, because people are not sure how they should act in situations
of this type. When role  conflict and role ambiguity exist, job satisfaction and
organizational commitment will likely  decline. On the other hand, employees
tend to be more satisfied with their jobs  when their rolesare clearly defined by
job descriptions and statements of performance  expectations. A better
understanding of roles helps people know what others expect of  them and how
they should act. If any role misunderstanding exists when people interact,  then
problems are likely to occur. 

Status  
- Status is social rank!!!  
- The amount of the recognition, honor, esteem, and acceptance
given to a  person 

Terms to remember 
⎫ Status System/hierarchy 
⎫ Status anxiety  
⎫ Status deprivation  

Status Relationship (Effect of Status) 

High status people  

 – More influential  
– Received more privileges

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PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

– More participative in group activities  

– Interact more 
– Opportunities for a better role in an organization  
Status Symbols  
• are the visible, external things that attach to a person or workplace
and serve as  evidence of social rank  
• are most in evidence among different levels of managers  
Typical Symbols of Status   Sources of Status 
• Furniture   • Person’s abilities 
• Interior decorations   • Job skills  
• Location of workplace   • Type of work
• Facilities at workplace   also 
• Quality and newness of equipment used  • Type of clothes normally • Amount of pay 
worn  • Seniority• Age 
• Privileges given   • stock options 
• Job title or organizational level  
• Employees 
• Degree of financial discretion 
• Organizational membership 

CONCLUSION 

Today the notion of ethics is extremely widespread. They are an

important part of  our personal and our working life. With a positive
work ethic, individuals can become  more focused and responsible
regarding their work. The individual can also cultivate  a sense of
achievement, and this too, has positive effects on their career
development, and also on the culture and productivity within the
enterprise. 

If one is able to successfully demonstrate a positive work ethic, then

you are sure to  get the job you are being interviewed for, retain your
position or be expectant  regarding a promotion. However, it’s crucial
to cognise what constitutes an ideal  work ethics before answering the
question. 

As we have seen, ethics are fundamentally the modus operandi of

activity and any  work or task where one keeps in mind the synergy
and harmony of coworkers  involved which is simply one’s demeanor
with respect to others, and towards work. 
 Ethics in the work environment means those positive facets that
accumulatively,  define the staff of a company, e.g. Integrity,
determination, dedication, initiative and  so on. If asked about your
ethics, then speak about how you implement them in your  work and
that being in a job that satisfies you, ensures that you are productive in
your current job performance.(Belyn, 2020)

46 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

ACTIVITY 6 
Name:___________________________________ Section Code:________
Score:__________ ( This page is intended for your assessment output. Kindly provide the
needed information and  you may cut this page properly when you are told to submit this
for record purposes.) 

Activity no. 6. Answer the following questions 

1. When can you say that the organization is in social equilibrium? 

_________________________________________________________________________
_____
_________________________________________________________________________
___________
________________________________________________________________________ 
_________________________________________________________________________
_____ 

2. What is an open system? 

_________________________________________________________________________
___________
_________________________________________________________________________
___________
__________________________________________________________________ 
_________________________________________________________________________
_____ 

3. Differentiate Psychological Contract and Economic Contract. Which is preffered by

an  organization. Explain. 
_________________________________________________________________________
_____ 
_________________________________________________________________________
___________
________________________________________________________________________ 
_________________________________________________________________________
_____

47 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Module Four : Organizational Culture  

Lesson 1. Defining Organizational Culture 

Topic Learning Outcomes: At the end of the lesson, students should be able to: 

1. Analyze particular behavior that helps foster good working atmosphere in

the  workplace. 
2. Relate how organizational culture influences individuals in the
organization. 3. Develop an HBO plan that would bring an impact for
future public servants. 
 What is Organizational Culture? 

• set of shared values and norms that characterize a particular organization •

organizational culture is a set of shared mental assumptions that guide
interpretation and  action in organizations by defining appropriate behavior for
various situations. (Ravasi and  Schultz (2006) )  

Importance of OC 

• Gives an organizational identity to employee 

• Provides a sense of security to its members  
• Helps newer employees interpret what goes on inside the
organization  • Helps stimulate employees enthusiasm for
their tasks  

Characteristics of Culture 
• Distinctive  • Symbolic   • Accepted  
• Stable  • No one type is best  • A reflection of top  
• Implicit  • Integrated management 
• Subcultures  • Of varying strength

Communicating and Changing Culture 

• People are generally more willing to adapt and learn when they want to
please others,  gain approval and learn about their new work environment. 
• Socialization affects employees 
• Individualization affects the organization  
Example of communication vehicles for transmitting
organizational cultures 1. Formal 
- Executive visions of the firm’s future 
- Corporate philosophy statements 
- Codes and ethical conduct 

2. Informal 
- Publicly recognizing heroes and heroines 
- Retelling historical success stories 
- Allowing myths to become exaggerated

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PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Organizational Socialization  
⮚ is the continuous process of transmitting key elements of an organization’s
culture  to its employees. 
⮚ It consist of both formal and informal method 
⮚ Viewed from the organization’s perspective, organizational socialization is like
placing an  organizations fingerprints on people or stamping  

“Life is a series of natural and spontaneous changes. Don't resist them; that
only creates  sorrow. Let reality be reality. Let things flow naturally forward in
whatever way they like.” - - Lao Tzu  

SOCIAL CULTURE 

An environment of human-created beliefs, customs, knowledge and practices is

called social  culture. 

Culture is the conventional behavior of society. 

It influences all actions of a person even though it seldom enters into conscious thoughts.  

 Social cultures are often portrayed as consistent within a nation, thereby

producing a so called national culture. At the simplest level, national cultures can
be compared on the  bases of how their members relate to each other,
accomplish work, and respond  to change. However, distinctive social cultures
can exist within a nation, as well, as seen in  the tragic dispute between people of
various ancestry within the former country of  Yugoslavia. Social cultures can
have dramatic effects on behavior at work.  

Some of the ways in which cultures differ include patterns of decision

making,  respect for authority, treatment of females, and accepted leadership
styles. Knowledge  o f s o c i a l c u l t u r e s i s e s p e c i a l l y i m p o r t a n t b e c
a u s e m a n a g e r s  n e e d t o understand and appreciate the backgrounds and
beliefs of all  members of their work unit. People learn to depend on their
culture. It gives them stability  and security, because they can understand what is
happening in their cultural  community3and know how to respond while in it.  

 However, this one - Culture Dependency may also place intellectual blinders on 
employees, preventing them from gaining the benefits of exposure to people 
from other cultural backgrounds. Cultural dependency is further compounded 
under conditions involving the integration of two or more cultures into the 
workplace. Employees need to l e a r n t o a d a p t t o o t h e r s i n o r d e r t o   c a
p i t a l i z e o n t h e o p p o r t u n i t i e s t h e y present, while avoiding possible
negative  consequences. 

Cultural Diversity 

 Employees in almost any organizations are divided into subgroups of various

kinds.  Formation of groups is determined by two broad sets of conditions.
First, job related (organizationally created) differences and similarities, such a
s t y p e o f w o r k ,  r a n k i n t h e o r g a n i z a t i o n , a n d p h y s i c a l p r o
x i m i t y t o o n e another, 
49 BEVERLY T. GARCIA, DPA(CAR) 
 PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

sometimes cause people to align themselves into groups. However, a second

set of non-job related conditions (those related to culture, ethnicity,
socioeconomics, sex and race) arise  primarily from an individual’s personal b a c
k g r o u n d ; t h e s e c o n d i t i o n s a r e  h i g h l y i m p o r t a n t f o r l e g a l ,
m o r a l , a n d economic reasons. This cultural  diversity or rich variety of
differences among people at work, r a i s e s t h e i s s u e o f f a i r  t r e a t m e n
t f o r w o r k e r s w h o a r e n o t i n p o s i t i o n s o f authority. Problems  may
persist because of a key difference in this context between discrimination  and
prejudice.  

Social responsibility - is the recognition that organizations have significant  i n f l

uenceonthesocialsystemandthatthisinfluencemustbepr
o p e r l y considered and balanced in all organizational actions. T h e p r e s e n c e
o f  s t r o n g s o c i a l v a l u e s s u c h a s s o c i a l r e s p o n s i b i l i t y h a s a
powerful impact  on organizations and their actions. It leads them to use a s o c i
oeconomicmodelofdecisionmaking,inwhichbothsocialc
o s t s a n d benefits are  considered along with the traditional economic and
technical values.  Organizations take a broader view of their role within a social
system and accept their  interdependence with it. 

Measuring Organizational Culture 

 Systematic measurement and comparison of cultures is difficult at best. Most e a
r l y  a t t e m p t s b y r e s e a r c h e r s r e l i e d o n e x a m i n a t i o n o f s t o r i e
s , s y m b o l s ,  rituals, and ceremonies to obtain clues and construct a
composite portrait.  Others have used interviews and open-ended questionnaires
in an attempt to a s s e s s  e m p l o y e e v a l u e s a n d b e l i e f s . I n o t h e r c a
s e s , e x a m i n a t i o n  o f c o r p o r a t e p h i l o s o p h y s t a t e m e n t s h a s p
r o v i d e d i n s i g h t i n t o t h e   e s p o u s e d culture (the beliefs and values
that the organization states publicly). Another  approach is to survey employees
directly and seek their perceptions of the  organization’s culture. One of the
more interesting methods is to become a member of the  
organization and engage in participant observation. 

Individualization - occurs when employees successfully exert influence on the

social system  around them at work by challenging the culture or deviating
from it. The interaction  between socialization and individualization which
shows the types of employees who  accept or reject an organization’s norms
and values while exerting various degrees of  influence. 
The two extremes – rebellion and total conformity –may prove 
dysfunctional for the organization and the individual’s career in the long run. 
Isolation, of course, is seldom a productive course of action. If we assume that
the culture of  a certain organization invites its employees to challenge, question,
 and experiment while  also not being too disruptive, then the creative
individualist can infuse new life and ideas for  the organization’s benefit.

50 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Activity no. 7 

Name:___________________________________ Section Code:________

Score:__________ ( This page is intended for your assessment output. Kindly provide the
needed information and  you may cut this page properly when you are told to submit this
for record purposes.) 

Case Study: 

1. Describe and assess the organizational culture of any private or public institution
in  your locality. A matrix is provided to substantiate your answers. 
Name of   Existing Organizational Culture ( Problems and Management’s Action
Organizatio Issues) Plan
n

 
 51 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Lesson 2: Understanding Stress 

Topic Learning Objectives: At the end of the lesson, students should be able to: 

1. Describe stress and its effects to oneself. 

2. Cite situations that manifest stress both in the school and at home. 3.
Create activities which will address stressful situations that eventually
resolve  problems 
4. Apply interventions that would normalize situations and avoid
untoward  future incidents. 

Before starting with the lesson, students will be asked to  

Pre-activity:
stand up and do a little stretching, just to relax the   body. For those who have phones, they
may do a tiktok   just for five minutes.

(Source: Benjamen Boneti, 2015)

52 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

What is Stress? 

Stress is the general term applied to the pressures people feel in life. Stress is
your body's  way of responding to any kind of demand or threat. When you
sense danger—whether it's  real or imagined—the body's defenses kick into
high gear in a rapid, automatic process  known as the “fight-or-flight” reaction
or the “stress response.” The stress response is the  body's way of protecting
you. ([Link],2017) 

∙ It can be brought about by good and bad experiences. 

∙ It results from the imposition of any demand or set of demands which
require us to  react, adapt or behave in a particular manner in order to
cope with or satisfy them.  

Manifestations of Unmanaged Stress 

Physiological  Behavioral  Psychological
Ulcers  • Moodiness/  Excessive smoking 
Digestive problems  Emotional Abuse of alcohol  
Headaches  instability   or drugs 
High blood pressure 
• Nervousness Absenteeism 
Rapid breathing 
and   Aggression 
Immune system goes
tension  Safety problems 
down 
• Chronic worry  Performance problems Social
Sleep disruption 
Overfatigue  • Depression  withdrawal/ 
Eating disorders  • Burnout relationship problems
Change in sex drive

Extreme Products of Stress 

⮚ Burnout: physically and psychologically weakened from trying to combat  
stress 
⮚ Helping professionals and customer service representatives are more
likely to  experience it 
■ Largely a Japanese phenomenon (“Karoshi” or death from overwork ) 
■ Trauma: occurs following a major threat to one’s security.  
⮚ natural disaster 
⮚ organizational crisis 
⮚ dramatic employee abuse by the employer 
⮚ personal job loss 

Job-Related Causes of Stress 

∙ Design of Tasks (heavy workload, infrequent rest breaks, long work hours and
shiftwork,  routine tasks and underload) 
∙ Management Style (lack of participation by workers in decision-making,
poor quality  supervision, poor communication in the organization, lack of
family-friendly policies) ∙ Interpersonal Relationships (poor social
environment and lack of support or help from  coworkers and supervisors)
53 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

∙ Work Roles (conflicting or uncertain job expectations, too much

responsibility) ∙ Career Concerns (job insecurity and lack of opportunity for
growth, advancement, or  promotion) 
∙ Environmental Conditions (unpleasant or dangerous physical conditions such as
crowding,  noise, air pollution, or ergonomic problems) 
∙ Change of any type 
 ∙ Frustration - a result of a motivation (drive) being blocked to prevent one from
reaching a  desired goal 

A healthy job is likely to be one where the pressures on employees are

appropriate in  relation to their abilities and resources, to the amount of
control they have over their  work, and to the support they receive from
people who matter to them. – World Health  Org. 
Stress and Job Performance 
(Source: Adapted from Yorkes and Dodson,2014) 

 Threshold - the starting point for a new state or experience

Stress Vulnerability  Perceived Control

 This is the level of stressors  Employees who have a substantial  degree of

that the person can independence, autonomy  and freedom to make
tolerate   decisions seem  to handle work pressures better.
before negative feelings
occur  and adversely
affect  
performance. 

54 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Type A and Type B People 

Type A  Type B

They are aggressive and competitive, set  high standards, are ■ They appear more
impatient with  themselves and others and thrive under  relaxed and  easygoing.
constant time pressures. Because of the  constant stress they They accept  
feel, they are more  prone to physical ailments related to  stress situations and work
within  
them rather than fight
them  
competitively. Type B
people  
are especially relaxed  
regarding time pressures,
so  
they are less prone to
have  
problems associated
with  
 stress.

Approaches to Stress Management 

 Prevent or control it – organizations improve managerial communication skills,

empower  employees through participation, redesign jobs to be more fulfilling or
implement  organization development programs 

 Escape from it – requesting job transfers, finding alternative employment, taking

early  retirement or acquiring assertiveness skills that allow them to confront
the stressorlearn  to adapt to it (handle its symptoms). 

 Learn to adapt to it (handle its symptoms) 

⮚ Resist working long hours or accepting overtime 

⮚ Volunteer for flextime or other alternative work schedules. 
⮚ Identify the people who cause stress and avoid them. 
⮚ Maintain a healthy diet. 
⮚ Obtain regular exercise. 
⮚ Avoid procrastination.  
⮚ Set reasonable goals for yourself. 
⮚ Develop a simple method of organizing things, and adhere to it. 
⮚ Step back from stress and decide whether you need to fight
every battle. ⮚ Consult with a trusted friend before becoming involved in new
activities. ∙ Social support - is the network of helpful activities, interactions and
relationships that  provides an employee with the satisfaction of important
needs.  
∙ Relaxation - involves quite, concentrated inner thought in order to rest the body 
physically and emotionally (A comfortable position in a relatively quiet
location; closed  eyes and deep, comfortable breaths; soothing background
music) 
∙ Biofeedback 
⮚ Biofeedback is a way to measure the body’s physiological
responses  in real time, and a tool to learn to control them. 
55 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

⮚ Biofeedback generally relies on machines that measure heart rate, muscle  

tension or even brain waves, and usually requires a therapist or other  
health professional to operate the machine, explain what the readings  
mean, and work with clients to incorporate the information into lifestyle  
changes.  
∙ Sabbaticals 
 Temporarily removing oneself from stress by enjoying leave credits.
Most employees  return emotionally refreshed, feel rewarded and
valued by their employees 
∙ Personal Wellness 
⮚ Corporate wellness centers may include disease screening, health education  
and fitness centers.  
⮚ Health care specialists can recommend practices to encourage changes in  
lifestyle, such as breathing regulation, muscle relaxation, positive imagery,  
nutrition management and exercise, enabling employees to use more of their  
full potential.  

(Source: [Link])

56 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 
(Source: [Link]) 

(Source: [Link])

57 BEVERLY T. GARCIA, DPA(CAR) 

Activity no. 8. The Cornell Notes 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Instruction: Provide the necessary information.

CORNELL Name:

NOTES ________________________________________
ASSESSMENT
Class: PA -105 Topic: Understanding Stress 
SHEET
 Date: __________  

Time : ___________ 

Instructor: Beverly T. Garcia.,DPA(CAR) 

QUESTIONS : Notes 
(highlight the learning points you obtained from this lesson)

[Link] three(3)
stressful  situations in
your life as a 
student? How did you
manage  to cope with
them?

SUMMARY: Write 4 or more sentences describing specific learning from

these  notes. 
____________________________________________________________________________________
_ 

__________________________________________________________________________________
____
__________________________________________________________________________________
____
__________________________________________________________________________________
____
__________________________________________________________________________________
____ _______________________________

58 BEVERLY T. GARCIA, DPA(CAR) 

 PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

REFERENCES 

Brett; Jeanne M. The Psychology of Work: (2002) Theoretically Based

Empirical   
 Research ,Lawrence Erlbaum Associates. 

Dinlayan, Lorenzo B. Human Behavior : . (2015)A workbook.

University Press,    
 Malaybalay, Bukidnon 

Journal of Public Personal Management. Vol.36, Issue:1. Robbins, S., and Judge T.

(2012)  Organizational Behavior. 15th edn. Prentice Hall 

Lawrence , Jerald Greenberg . (2003) Organizational Behavior: The State of

the  Science . Erlbaum Associates (2nd edition) 

Leveriza, Jose P. (1993). Human Behavior in Organization : A

Multidisciplinary  Approach. National Bookstore . Mandaluyong

City. 

Makin, Peter ,[Link]. Changing Behaviour at Work: A

Practical Guide  Medina, Roberto G,PhD, (2014). Human

Behavior in Organization. Rex  Bookstore, Mandaluyong

City.  

Newstorm , John W and Davis , Keith. (2002)

Organizational Behavior:  Human Behavior At Work.

McGraw – Hill, Boston. 

Price, W., Kiekbusch, R., Theis, J. (2007) Causes of Employee Turnover in

Sheriff  Operated Jails.  

Robbins, Stephen. (2001). Organizational Behavior (International, Inc.,

San  Diego State University. 

Sims , Ronald R . 2002. Managing Organizational Behavior . Quorum Books, 

59 BEVERLY T. GARCIA, DPA(CAR) 

PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

Vandeveer, Rodney and Menefee, Michael. (2009)Human

Behavior in  Organizations , 2 Edition, Paperback.  

nd

Victoria, Arthur . The Human Behavior In Organizations 

[Link] The –Human-behavior-Organizations  

 &id+253618 
Von, Rosenstiel . Employee Behavior in Organizations. on the
Current State   of Research** LutzManagement Revue, Vol. 22, No.
4, October 1, 2011 

Zulueta, Francisco M and De Lara , Greg. (2015) Human

Behavior in  Organization. National Bookstore ,

Mandaluyong City 

  
[Link] [Link]/human-behavior-in-

organization/.

[Link]

item
60 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

ABOUT THE AUTHOR 

Ms. Beverly T. Garcia is a faculty member of  

the Government Affairs Department in  
Bukidnon State University, Malaybalay City,  
Bukidnon. 

She earned her baccalaureate course at Mindanao State University, Marawi

Campus  with the degree of Bachelor of Science in International Relations
because of her desire  to become a diplomat( where she graduated with flying
colors) . There was a shift of  her career when she was hired by MSU General
Santos as an Education Program  Specialist at the Office of Admissions at the
same time lecturer. There she finished her  Certificate in Governmental
Management in 1998 and Master’s degree in Public  Administration major in
Organization and Management in the year 2000. In 2010, she  decided to go
back to her birthplace, Malaybalay City to settle for good with her  daughters,
Sahara and Zeenab and joined the teaching force of Bukidnon State 
University in 2010 under the Government Affairs Department. It took her
quite a time  to proceed with her DPA in the second semester of 2017-18 at
Xavier University  Cagayan De Oro City. She finished her academic
requirements in Doctor of Public  Administration and passed the
comprehensive examination on May 2019 and currently  she is in her
dissertation stage. 
61 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 
62 BEVERLY T. GARCIA, DPA(CAR)
ACTIVITY 1 

Name:___________________________________ Section Code:________

Score:__________ ( This page is intended for your assessment output. Kindly
provide the needed  information and you may cut this page properly when you are
told to submit this for record  purposes.) 

REVIEW 
INSIGHTS 
An insight is a new and clear perception. It is an ability to “see”
something clearly.  Insights are new knowledge or new ways to view
something. Insights are things you  want to remember.  

Highlight in your own words ten(10) insights from this Topic.  

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

CRITICAL THINKING 
Think back on the material in this topic. 

What three questions would you raise about the topic? 1.  

  
2. 
8 BEVERLY T. GARCIA, DPA(CAR) 
PACC 10 - HUMAN BEHAVIOR IN ORGANIZATION 2020-2021 

3.  

REFLECTION 

A reflection is what you think and feel about something. 

Express your personal thoughts and feelings or reactions to any of  the ideas or
topics in this topic. Be prepared to share these with the  class.