Human Behavior in Organization

• Course Title:
Human Behavior in Organization
• Course Description:
Concepts and principles of human behavior
in organization; diagnosis and management of
organizational behavior; translation of
management and organizational behavior theory to
practices that result in organizational
effectiveness, efficiency, and human resource
development
 What is Organization?
• An organization is composed of two or
more people who work in a structured way
to achieve specific goals or set of goals
(Stoner, 2000)
ORGANIZATIONAL BEHAVIOR
• the study of human behavior in
organizational settings, how human
behavior interacts with the organization,
and the organization itself.
• 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” (Roman J.
Alday).
 WHY STUDY ORGANIZATIONAL
BEHAVIOR?
• Because organizations influence our lives so
powerfully, we have every reason to be
concerned about how and why those
organizations function.
• We study organizational behavior to analyze the
factors like why people behave a certain way in
an organizational environment? What factors
affect job performance, employee interaction, job
commitment, leadership and managerial styles?
OB THEN AND NOW: A CAPSULE
HISTORY OF THE FIELD
I. “CLASSICAL APPROACH OF MANAGEMENT
professes the body of management thought
based on the belief that employees have only
economical and physical needs and that the
social needs & need for job satisfaction either
does not exist or are unimportant. Accordingly, it
advocates high specialization of labor,
centralized decision making & profit
maximization.”
 Unique features of classical
management theories:
Chain of command- management is
divided into three levels

TOP LEVEL
MANAGEMENT

MIDDLE-LEVEL MANAGEMENT

FRONT-LINE/LOWER LEVEL
Division of Labor
• Complex tasks are divided into more
simple tasks that can be easily undertaken
by workers
One-sided Top-Down influence
• There is one communicational route in
classical management theories of
communication. Decisions are made at top-
level and sent to low-level (Weijrich And
Koontz, 1993).
Authoritarian Leadership styles
• Is exemplified when a leader dictates
policies and procedures, decides what
goals are to be achieved, and directs and
controls all activities without any
meaningful participation by the
subordinates.
 A. SCIENTIFIC MANAGEMENT
THEORY
process of finding the “one best way” to perform
a task
FREDERICK TAYLOR (1856-1915)
 the “Father of Scientific Management”
 his primary goal was to increase worker
efficiency by scientifically designing jobs
 used stop watch to measure the workers’
efficiency
 the 1st goal for all good systems is to develop
first class men
 TAYLOR'S 4 PRINCIPLES OF SCIENTIFIC
MANAGEMENT

1. Determining the one best way

 Managers should observe and analyze
work in order to perform the job and then
put that way into operation.
2. Scientific Selection of Personnel
He did not believe that any individual with
proper training would necessary be the
most competent person for a certain task
Physical traits should be matched to the
dimensions of the tasks performed.
Selections of personnel based on
personality and emotions was to be
avoided.
3. Financial Incentive
Workers had to be motivated
Piece rate system of financial incentives
4. Functional Foremanship
Responsibility should be divided between
managers and workers
• The Gilbreths: Lilian Gilbreth and
Frank Gilbreth (1878-1972)
They tried to increase speed by
eliminating movements that were
discovered unnecessary
• Henry Gantt (1861-1919)
• He developed the Gantt Chart
 B. ADMINISTRATIVE
MANAGEMENT THEORY

The theory generally calls for a formalized

administrative structure, a clear division of
labor, and delegation of power and
authority to administrators relevant to their
areas of responsibilities.
• Henri Fayol (1841-1925)- Father of
modern operational management theory
Fayol advocated fourteen principles
designed to guide the successful manager
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of Command
5. Unity of direction
6. Subordination of individual interests
to general interests
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps
 C. BUREAUCRACTIC
MANAGEMENT
• Weber's bureaucratic theory emphasized
the need for a hierarchical structure of
power. Bureaucracy- is an administrative or social system
that relies on a set of rules and procedures,
separation of functions and a hierarchical structure
in implementing controls over an organization,
government or socials stem.
 Principles of Bureaucratic Management

• Job specialization
• Authority hierarchy
• Formal selection
• Formal rules and regulations
• Impersonality
• Career orientation
 II. NEOCLASSICAL MANAGEMENT
(Human Relations Movement)
 Views organization as cooperative systems and
treats worker’s orientations, values, and feelings
as important parts of organizational dynamics
and performance
George Elton Mayo (1880-1949) and Fritz
Roethlisberger
Father of Human Relation Approach
formulated theories concerning the factors
that increased human motivation and
satisfaction
• Chester Barnard (1886-1961)
viewed organizations as cooperative
systems, which he defined as a complex
of physical, biological, personal and social
components which are in a specific
systematic relationship by reason of the
cooperation of two or more persons for at
least one definite end.
• MARY PARKER FOLLET (1868-1933)
Mother of Modern Management/prophet of
management
• LUTHER H. GULICK (1892-1993)
Coined the acronym POSDCORB-sums
up the entire gamut of duties for any
manager who is at the helm of affairs in
any organization
• ROBERT OWEN (1771-1858)
• Father of personnel management
• Pioneer of utopian socialism (a community
where everyone works for the common
good)
• HUGO MUNSTERBERG (1863–1916)
• Father of industrial psychology
• Finding ways to influence individual
behavior to be congruent with
management’s objectives
• WILLIAM EDWARDS DEMING (1900-
1993)
• Father of the Quality Evolution
• Mastermind in Total Quality Management
Programs
 The Human Relations Model
A management Worker Satisfaction
model that views
the employee as
socially motivated leads to . . .
and operates from
the assumption
that a social need-
satisfied worker is Enhanced Worker
a productive Performance
worker.