Chapter 8

HUMAN BEHAVIOR AND ORGANIZATIONAL INVOLVEMENT

Modern cultures are marked by increase in the importance and influence and the power of
organization. Organization helps change the life of individuals and this crucial change is observed in
organizational behavior, interpersonal relations, and group dynamics. These changes differ from one
another. Managers could not successfully claim that he has changed the total behavior of people in the
organization. Contradictions may be found in any complex organization where individual freedom exists.

PINOY in an organization is required to follow a certain norm of conduct that makes his choices
limited as he has to accept the policies and practices prevailing in the work arena. The individual PINOY is
therefore programmed to perform a predetermined function within the organizational design.

The program of activities for PINOY in the organization is set up in his job content and
specifications. PINOY is trained to do something that organization has paid for. Along the way he gains
experience and directs his life towards the attainment of organizational goals. PINOY could participate in
limited discussion about issues that confront the work situation, yet when decisions are made by
management everybody has to follow.

Participation and Involvement

The changing landscape in the management of people has evolved with the advent of managers
with formal training in handling the intricacies of people behavior in organization. Most of today’s
managers have recognized the importance of people involvement and Participation in making decisions
that are within the scope of their knowledge and responsibility.

Participation is the mental and emotional involvement of the person in group situation which
encourages him to contribute to group goals. Since participation is mental and emotional in nature, it
requires that the person to be able to participate must have the knowledge about the issue at hand. On
the other hand, he is committed to contribute to the making of sensible solutions to problem being
discussed Participation is a mental activity rather physical skills and involvement is psychological as the
person must be committed to give his share in resolving the issues under discussions.

PINOY cannot participate in solving a problem on issues in his department if he is not mentally
capable to suggest solutions to the situations confronting the organization. PINOY must be ego-involved
instead of task involved. Ego involvement flourished in organization where the managers is open to
suggestions and consult employees of problems in the operation of their units.

The improvement of PINOY’S morale in the performance of his task is dependent on how
managers practice the development of participation and involvement in carrying the task of management.
It may be pointed out that the greater the participation of PINOY in resolving organization issues, the
greater his ego involvement and commitment to the management decisions.

PINOY Motivation to Participate

PINOY level of participation is developed under an atmosphere of an open exchange of ideas. The
more informal, close and friendly the relationship is, the easier it will be for PINOY for the exchange of
ideas. An atmosphere of comfort and relaxation tends to facilitate the free flow of creative ideas. The kind
of atmosphere is the importance of personal commitment that develops motives to contribute to the
issues at hand.

PINOY must be given the opportunity to release his own resources of ideas, initiative and
creativity towards the objective of the organization under discussion. It is most important that
participation is more than getting consent for something already decided. Consent is different as it
revolves on issues already given solutions but it just consults the PINOY on the issue. Motivation to
participate is a two way psychological and social relationship among members of the group.

PINOY is an active human being and must be developed to contribute to the making of an
organization that is responsive to the needs of the time. PINOY must be involved in the making of an
organization and developed his behavior of commitment for him to be more productive.

The Process of Participation

Participation and involvement is a process of encouragement and the development of

atmosphere of openness to accept responsibilities. It is a social process by which people become self-
involved in an organization and that PINOY wants it to work successfully. PINOY would be more active if
people in organization would talk on the condition of the “WE” rather than “THEY” or discuss job problems
as it is “OURS” and not “THEIRS”. Such openness would open the door to self-involvement and accept
with open arms the responsibility to act with greater enthusiasm.

PINOY is a responsible employee of an organization and interested in and receptive to team work
if given the openness to self-involvement and participation. PINOY would like to see the best
accomplishment of his assigned task if given the opportunity to craft with the group the process of self-
involvement and acceptance of responsibility.

The great benefit of participation is to restore to PINOY his birth right to contribute to members
of the group where he works. PINOY is a social being and must build his values in work and social
organization as it would boost his ego and social needs. Improvement of human values is important as it
develops psychological experience that would make a better citizen of organization and the country in
general.

The making of better PINOY is the making of better leaders of the organization. PINOY in the
present time could not be put in a box of autocracy as he is now aware of his birthright of self-awareness
and development. PINOY is a self-made man responsible and creative.

Organization Managers in the modem organization must see PINOY’s level of self-involvement
through the process of developing better team work and team efforts. PINOY would do something better
if they want to do it but would always have reasons if they don’t want to do it. LAGING MAY PARAAN
KAPAG GUSTO ANG GINAGAWA AT LAGING MAY DAHILAN KUNG HINDI GUSTONG GAWIN ANG ISANG
BAGAY. MAY PARAAN PAG GUSTO, MAY DAHILAN KUNG AYAW.

The Relationship of Authority and Delegation

A lot at managers in the old school of management have some fears of delegating their authority
to line subordinates. These types of leaders fear that delegating some of their responsibility loses their
control and authority in the organization. These are the tendencies and beliefs of managers who don’t
trust the capability of the people they hired in the organization. While this could be perfectly normal for
executives who first consider the value of participation, it is hardly a justifiable worry if he knows the art
of participative leadership in handling his people.

As pointed out in many of the discussions, organization is made up of people and work. Knowledge
is not a monopoly of a single individual in an organized system. PINOY under the participative leader,
follow the authority vested in the leaders, as he knows that participative managers don’t lose their
authority to decide. The manager still remains and maintains the authority to decide but mainly
encourages and motivates PINOY to share in molding more sensible solution to organizational problems.
It is the process of social delegation so that people in the work environment can share in the decision
making process.

Social delegation in the behavioral domain of participative management system comparable to

formal delegation. Formal delegation does not weaken the authority of managers to make decisions as
the total responsibility is still in the hand of the Manager. Modern managers of today’s organization
welcome formal delegation as they have to capitalize on that stock of people expertise under their
command. It makes them a manager of modern day industry that utilizes the ability of people to shape a
new landscape of organized system.

Creating Power and Influence

Participative Managers in the new organizational landscape is creating more power and influence
if he knows how to develop people involvement and participation. Influence and power is expandable as
comparatively analogous to economic savings in the bank. Investing in people’s trust and confidence on
the leadership of the manager to steer the course of organization and builds people trust and confidence
without losing the control system.

The Manager is investing in people values and behavior through the process of delegation.
Delegation builds employees trust and confidence and such investment is his stock and barrel to win
people. It creates the feeling of team effort and thereby develops employee’s sense of responsibility.
Under this condition PINOY feels more cooperative and responsible and he is likely to be more responsive
to the Manager’s attempts to influence his behavior of conformity and commitment. The development of
social transaction integrates in the employees more responsive values of goodwill and responsibility. This
in effect is the wings and investment that managers can withdraw later when they heed to apply their
influence.

Delegation gets PINOY ego involved, motivating him to contribute and encouraging PINOY to
accept responsibility. The power and influence of the leader makes PINOY share in the decision making
when the tasks at hand become too large to handle alone. As both PINOY and Manager trust each other
by building the bridges of mutual confidence then formal delegation of authority and responsibility can
flourish under a sense of administrative autonomy.

Determinants of Effective Participation

PINOY participation in the management of organization is applied in different contingency

relationship. The success of PINOY participation in the making of a more responsive organization is
determined by a lot of factors present in the organizational environment and the level of the employees
understanding of the issue at hand.
 Participation is not a one shot deal that works in most situations. Management receptiveness is
an important factor to consider and give PINOY that opportunity to participate in crafting policies and
procedures affecting the work environment. Some managers feel that giving PINOY that leverage loses
their sense of managerial expertise and power to make decisions. Others also feel that they are managers
and what they do and think is always right and everybody has to follow down the line.

PINOY level of education and training is another important factor in participation. The more
educated PINOY is the more he is exposed to meetings and leadership training, where he was fully trained
while he was in college.

The following are important requirements of effective participation:

1. Time. The level of participation is determined by the time to discuss issues and concern. In
emergency situation, time is a constraint and management has to make decisions with least
of meeting PINOY minds in the situation. Time must be enough to discuss issues of major
concerns.

2. Cost. Time is costly. The financial cost of discussing the issue should not exceed the possible
financial gain that will be accrued economically. We must remember that when PINOY is
withdrawn from the production line, it is lost time and that his participation should exceed
the value to that productive losses.

3. Agenda. Meetings should have prepared agenda so that those that will be involved in the
discussions are given ample time to plan and make possible alternatives. Intelligent
discussions are premised on well thought of plans and programs that are crafted prior to the
meeting. Meeting should be properly planned and the agenda should follow a time frame.

4. Level of Participants Ability in Terms of Expertise. PINOY must have that substantive level of
knowledge and intelligence to participate. Participation is a brain exercise and participants
could only be an asset in the discussing the issue if he has that store of knowledge and
experience. PINOY must be ahead and receptive to change. Participation is not emotional in
nature and that participants must have that composure to intelligently bring the issue in terms
of suggesting alternatives, tested by facts and figures.

5. Ability to Communicate. The language of communication must be within the mutual

understanding of everyone concerned. Participation is basically the exchange of ideas and
opinions. The participants must be able to convey his ideas and perception clearly and support
his propositions with distinct clarity. If the local dialect is the best medium to point the issue,
then, let it be, rather than using eloquent English that could not he understood by all
participants. Participation is not a debate but it is an academic discussion to arrive at sensible
solutions to the problem at hand.

6. Sensibility and Atmosphere of Openness. Participants must have the sensibility and
openness to the opinions and ideas of others. Managers of organization must cultivate the
feeling that neither party should be threatened if his opinion is adversely different from that
of the other participants.
 7. The Area of Job Freedom. The parameters of participation must be spelled out before any
discussion. The rules of participation must be properly understood by everyone so that issues
and concern not within the scope of their job freedom will not be put in the table. It will be a
waste of time and money discussing matters that do not concern the unit or the department.

Models of Organizational Design

The model of organizational design hinges primarily on the management culture and orientation
of managers. Organization differs in the quality of organizational behavior that developed predominantly
in the kind of education and training that managers get through time. The model that in developed among
managers and top management is usually timed on the assumption about people and the prevailing
events.

PINOY culture and development are another determinant of organizational design. PINOY who
used to be too submissive in his training at home and school would react more favorably to a design under
close supervision. On the other hand, PINOY who is under the culture of permissiveness in the home and
school develops a sense of independent thinking, would react more favorably in the condition of guided
direction and higher level of participation. PINOY who were students leaders in a more democratic schools
allowing independent thinking are now the leaders in industry who develop more levels in the
participation of subordinates in making policies and procedures in the work environment. The inclusions
of more management subjects and leadership courses or the psychology of modern PINOY behavior in the
organization greatly help in changing the design of managerial behavior.

This development goes through a transition and does not occur over time. There are still
management systems which belong to the old school where close supervision is implemented and leaders
do not have formal training in the new concept of PINOY management.

The development in the level of participation and involvement differ significantly on the condition
of prevailing in the work environment. In the production line where there are established system and
procedure, the level of PINOY participation is not substantially important. PINOY who is in the production
research and marketing would need higher level of participation and involvement. This depends upon the
nature of work which requires more analysis and verification of data that Would be needed by
management in improving its operation.

Organizations differ among themselves and vary in their practices among their department units
or among organizations. On the other, personal preference of managers vary due to environmental
condition existing in their department or their perception of leadership styles that best suit the behavior
of people.

The following models are a convenient way to dearth. distinguish one another and understand its
behavior of management as to its level of involvement and participation:

1. The Autocratic Model

The autocratic model has its deep roots in the management history in the Philippine
setting. Our history of governing the first generation of realization of our rights and development
as a nation is rooted in the hands of the colonizers beginning with Spain and later the pseudo-
democracy of the American regime. Our behavior and values in the home is still autocratic in
 nature due to the cascading authority from the father, the mother and down the line to the last
sibling.
In the school and industry, authority is still in the hands of the top management and
participation in the lower level is still minimal if there is any. Those who are in command have the
power to demand. Under this management setting obedience is mandatory or else you don’t have
a place in the organization.

In the autocratic environment, the organizational environment is based on the formal

authority from the top management. This authority is delegated in formal structure of the
organization. Those managers in the line of command have specific level of authority and
participation and involvement of other subordinates become apparently minimal. Management
assumes that employees and subordinates are passive and even resistant to participate and get
involve. PINOY is perceived to be persuaded and pushed into performance as the major task of
managers.

While this organizational design is still widely present in the Philippine setting, we could
not totally escape and move into the ladder of better ways of managing people as there are still
a lot PINOY who have the Theory X tendencies. It could be concluded in the experience of many
natural born leaders that obedience to the BOSS under this condition gets better results in the
production area. The psychological result for PINOY is dependence and the BOSS has the power
to hire and file. The level of PINOY performance under this setting is usually minimal as he
perceives his salaries and wages as basically subsistence in nature to support the basic needs of
his families. The favorites of the BOSS usually are given higher wages as they usually act as the
eyes and ears of the boss in the work area. MGA SIPSIP NA NAGHAHATID NG
PINAGTAGPINGTAGPING MGA BALITA. Their usual level of participation is the making of CHEESE-
MIS.
PINOY could not move in the higher plain of progress under this condition. Wages must
be based on productivity. Productivity is not the making of the BOSS alone. It is the making of
managers with the ability to make people change their ways into the better atmosphere of trust
and confidence and thereby increase the fire of enthusiasm towards productive endeavor though
participation and involvement.

PINOY has to change his values and attitudes towards work. Progress and development
rest with changing values of people. We have to leave the baggage of indebtedness, manana
habit, family centeredness, regionalism and the Filipino Time. We the future leaders of industry
must move along the path of a better PINOY.

2. Development of Paternalistic or Custodial Model

The making of PINOY is not an isolated proposition. The gradual shift to more liberal
system of organizational leadership has evolved in the coming of new leaders in the industry. The
traditional concept of loyalty to the BOSS rather than the organization is now in the stage of
gradual phasing out in arena of better management of organization.
 Various organizational management interventions and leadership training begin to
develop a new twist or shifting to more conducive system of participation and involvement. As
managers began to study their employees, they soon recognize that although autocratically
managed employees do not talk back to their BOSS, they certainly “thought back”. Such talk back
may not be heard in the four corners of the office but outside the ears of management. This
atmosphere creates a seething thing of insecurity and frustration and at times aggression towards
their BOSS.

Some progressive employers in the new decade are now opening their eyes to the reality
that people are not seemingly robots to command. The awakening comes as they feel that
employees have feelings of insecurities and frustrations PINOY in the work environment have to
be developed into productive individuals if given job security and higher job satisfaction.

The caring and nurturing of PINOY is the beginning of the Custodial or paternalistic model.
The gradual shift is beginning to see some light in the organizational management of PINOY.
Employers are now beginning to be aware that there ought to be some wav to develop PINOY
satisfaction and his level of participation and involvement. Manager has to open into the realities
that if insecurities, frustration and aggression could be dispelled, PINOY may like working better
and he could begin to sleep better after a hard day's work.

The custodial or paternalistic management system would work after satisfying the
physiological needs of PINOY and thereby move into the second level which is the level of social
needs. The shift in loyalty is from Boss centeredness to organizational loyalty as PINOY security of
employment rests not with the BOSS alone but the organization that provides him some benefits
as rice allowance, sickness insurance or even bus service from home to work.

It could be seen that the custodial or paternalistic model in practice emphasizes economic
rewards and fringe benefits. PINOY becomes psychologically involved and displays a certain
amount of participation and involvement with the maintenance factors on the second level on
the hierarchy of needs. Under this condition, PINOY becomes happy and contented but not as
strongly motivated as he only gives passive cooperation. PINOY stays in his work in the absence
of some greener pasture elsewhere in other industry. PINOY with higher level of aspiration and
motivation looks for better opportunities abroad as OFW.

PINOY working in this environment, to a certain extent is well maintained, but he does
not produce more vigorously as his level of motivation is at the second level of the need hierarchy.
Organizational Managers in this level believe that contented PINOY is enough to produce the
desired results. Self-fulfilment and actualization is not satisfied hence the full potential and
capabilities for greater productivity and involvement remain in the subsistence level.

The Generation of Supportive Management

The development and integration of PINOY behavior in the organizational set-up is beginning to
change gradually in the industrial landscape. The advents of multinational companies operating in the
country and the improvement in the level of educational managers through education and organizational
interventions in seminars and workshops have greatly improved management practices.

PINOY managers and leaders in organization are beginning to realize that the maximum
probability of involvement and participation goes through a process of PINOY understanding of values and
expectations, and he views his experiences in the organization as support that builds and maintains his
sense of personal worth and importance.

The evolving new leadership style goes through the process of transformation in providing a
climate to help employees grow and prosper in the interest of the organization on the things they are
capable of doing. Under this condition, PINOY managers assume that PINOY is neither by nature passive
nor resistant to organizational change process of involvement, but he is made so, by the inadequate
supportive climate at work.

PINOY will develop the drive to work more productively; he will develop responsibility and the
sense of commitment; and he will develop himself if management gives him half a chance. The ball is in
the hands of management to support employees’ job performance, develop their skills, the sense
participation and involvement, and the ability to excel in their work rather than simply supporting their
basic needs for survival.

The role of PINOY manager under this setting is supporting PINOY needs and wants not necessarily
monetary in nature but more on the development of his higher order needs of recognition and self-
actualization. PINOY would be responding positively to intrinsic motivating factors in the job and will
willingly contribute productively to the interest of the organization.

The cry for more wages and benefit is counter-productive as this would mean increase in the
prices of goods and services. The monetary reward is eroded with the increase in the cost of living.
Managers of the New Organization should increase recognition of PINOY values of acceptance, his need
for recognition as a participative member of the organization.

PINOY is committed and loving if given the chance to participate in the making of a new generation
of work force that will deliver the necessary productivity at work. Wages and benefits must be related to
productivity as the salvation of the nation’s economy. This is the commitment of PINOY to his work.

Levels of Involvement and Participation

The level of involvement and participation is conditioned by the organizational design and the
level of job freedom given by management. It is further conditioned by the management style practice
the managers.

In summary the following are the characteristics or the typical actions on the different levels.

1. Involvement Level in Autocratic design.

a. PINOY under this leadership design is merely a recipient of any decision imposed by
management.
b. Managers make and announce decisions without consultation.
c. Implementation is usually immediate as he thinks that he is the BOSS and all his actions
is the right thing to do.
d. He controls people’s behavior with strict obedience to set rules and procedure.
 e. Defiance to set of rules means disciplinary action or may be case of insubordination.

2. Involvement Level in Benevolent Autocracy

a. Managers make decision without prior consultation.
b. He meets his trusted people and get their ideas and opinions.
c. He sells the decisions and seek agreement using his power and influence.
d. Participation and involvement is passive to give the BOSS the feeling that his ideas are
correct.
e. At times, he changes his decision if his trusted people make sensible opposition.

3. Involvement Level in Consultative

a. The manager meets his department heads with prepared agenda.
b. Present the agenda to the group for discussion.
c. He seeks opinions and ideas in an atmosphere of open discussions.
d. Members participate in brainstorming until a sensible decision is arrived at.
e. Manager approves the decision of the group.

4. Level of Involvement in Participative and Democratic design.

a. The agenda is presented to the group for study before the meeting.
b. Group meets with data or prepared suggestions.
c. Manager discusses the ideas with the group.
d. Manager seeks for opinions and suggestions.
e. Group votes on the suggestions after discussions. T
f. he manager seeks consensus and group approval before making decision.

In the final analysis, people involvement and participation could not be done overtime as we still
have to change the behavior of people both in the management level and those down the line in the
organizational hierarchy. More education and training and changes in values and perception of more
responsive PINOY behavior have to be developed.

Involvement and participation are the road to empowerment. Empowerment could generate a
better outlook of PINOY about himself a this will boost his ego and self-fulfillment need. A new generation
of empowered PINOY will change the industrial landscape to greater productivity at work. Greater
productivity will generate economic development and thereby make this country totally independent
from starvation and apathy.