Professional Documents
Culture Documents
Behavior
In
Organization
Francisco M.
Zulueta Author
First and foremost, we would like to thank our God for guiding us in our everyday
lives. Without your blessings, we will not have the power to do our homework,
the knowledge to understand our lessons and the heart to love our fellowmen.
Thank you for all the blessing we received from you.
Secondly, we want to express our gratefulness to our Professor Dr. Ma. Luz-
Dasmarinas, for the knowledge and ethical practices she taught to us. Thanks for
sharing your work experiences and your life, which inspires us to do better in our
study and to continue pursuing our dreams in life.
We appreciate our families and friends, who always in our side to give us both
emotional and financial support. They bring us a strong motive to do best in our
education and to fight for the problems.
Last but certainly not the least, Arellano University-Elisa Esguerra Campus for
providing us an education that will surely be utilize to our future life. We hope that
you continue bringing this kind of education and improve it until you achieve the
highest possible quality of learning.
To end our appreciation, thanks to all of you and we are hoping that you will not
stop helping us through sharing your knowledge to us. May God Bless You!
“God has given us two hands, one to receive with and the other to give with.”
Class Officers
Chapter 1:
Organizational
System
And
Human
Behavior
I. INTRODUCTION
II. OBJECTIVES
To define organizational system and human behavior.
To enumerate the four forces affecting organizational behavior.
To define behavioral sciences and research.
To enumerate and explain the different concepts of organizational
system and human behavior.
To explain what is social system, mutual interest and ethics.
To enumerate the four basic approaches in the dynamics of people and
organizations.
III. CONTENTS
Desire for involvement. Normally, every person wishes to feel good himself.
This personal human desire is reflected in his drive for self-efficacy.
Value of Persons. People are the most difficult to control in any type of
organization; and therefore, they deserve to be treated with extra care from other
of production(land, capital and technology) because they have feelings and
emotions.
Organizations are social systems for they are organized on the basis of mutual
interest- employer and worker relationship.
IV. SYNTHESIS
The study of how people interact in the social system is called organizational
behavior. An organizational system helps people to identify how behavior will be
guided and controlled. The goals of organizational behavior are to describe,
understand, predict and control. It was affected by the four factors that can be
summarized as PEST- People, Environment, Structure and Technology. It also
integrates behavioral sciences- the systematic body of knowledge of why and
how individuals in given organization behaves as they do. Research helps to
guide every human behavior.
There are basic concepts in organizational system and human behavior and
these are- individual differences; perception. ; a whole person; motivated
behavior; desire for involvement; and value of persons.
Organizations are social systems for they are organized on the basis of mutual
interest- employer and worker relationship. The four basic approaches
interwoven in the dynamics of people and organization are the Human Resource
Approach (developmental), Contingency Approach (alternatives), Results-
oriented (desirable outcomes) and Systems Approach (holistic perspective of
manager).
V. REFERENCE
II. OBJECTIVES
To know the meaning of theory
To discuss the Theory X and Y assumptions
To discuss the Herzberg’s Two-Factor Theory
To discuss the McClelland’s Theory
To discuss the Skinner’s Operant Theory
To discuss the Expectancy Theory
To know the Traditional Theory of Motivation
To discuss the Content Theory and Carrot and the Stick Theory
To enumerate the Different Models of Organizational Behavior
III. CONTENTS
Theory X Assumptions
Theory Y Assumptions
- While the Operant Theory begins with the idea that a certain behavior
depends primarily on its consequences, the expectancy theory equates
motivation with the product of valence; i.e., the probability that a particular
action will lead to the desired thing.
- The expectancy model implies that, through experience, people learn the
kind of rewards (outcomes) they value more highly than others.
Content Theory
- The content theory focuses on the content or nature of items that motivate
an individual. It relates to the individual’s inner self and how that
individual’s internal state of needs determine behavior. One major
difficulty with the content model of motivation is that the needs of people
are not subject to observation by managers or to accurate measurement
for monitoring purposes.
IV. SYNTHESIS
The importance of theory is to provide a means of classifying
significant and pertinent management information and knowledge. In
designing an effective organizational structure, there are number of
principles and concepts that are interrelated and that have a predictive
value for managers.
According to Herzberg, the motivators are the job factors that are
intrinsically motivating the employees that constitute the most enduring
sources of motivation in the work environment. On the other hand, the
satisfiers are important factors because these create dissatisfactions, if
not properly attended to by management.
The need Achievement Theory assumed that the linked needs
satisfaction to motivating behavior was originally conceptualized by
John Atkinson, a psychologist, whose interests were on personality
tests. The Theory argued that the “need to achieve” is a personality
trait of an individual.
In the field of psychology, the term “operant or operant conditioning”
is a kind of learning in which behavior is shaped by selective
reinforcement. In this theory, rewards or any stimuli that serve as
positive reinforcers of certain behavior are found to be more powerful
than the negative and neutral reinforcers, even if both sets of
reinforcers may be used.
The expectancy theory is valuable for helping managers think
about the mental processes through which motivation as a human
behavior occurs.
Organizational behavior modification or OB Mod, is the application
in organizations of the principles of behavior modification, which
evolved from the work of B.F. Skinner.
V. REFERENCES
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 3:
Organizational
Behavior
And
Culture
I. INTRODUCTION
II. OBJECTIVES
IV. CONTENTS
When minor changes occur, in a social system usually they are absorbed by
adjustments sub-system within the system which eventually regains its
equilibrium state. A major single change, though – the untimely death of a key
executive, or a series of smaller but fast changes may throw an organization out
of balance: and consequently, impede its progress until it reaches a new
equilibrium. When an organization is in disequilibrium. Its subpart are not working
in harmony. It is important that the entire system and its sub-system work
together as one.
➢ Socialization of Workers
Socialization has been defined as the process whereby the individual is
converted into the person. As a process, the individual learns to conform with the
norms of his social group acquires a status and plays a corresponding role.
Socialization as an educational process greatly influences the shaping of a
workers personality which is an accordance with the standard values and norms
of his work environment. Knowledge of socialization of workers is important
because managers will have an opportunity to understand better their workers
beeliefs and backgrounds.
Over the years, the culture of many western countries has emphasized the
importance of work as an effort directed to produce or accomplish something as
a desirable and fulfilling activity. This expression of an action is alsob strong in
some part of asia, especially in japan.
➢ Cultural adaptation
Individual differences
It is said that even identical twins are different from each other. The complex set
of norms and values function as built in mechanisms that make an individual
learn in early life. Among the behavior norms are reciprocal exchange of foods
and services, emphasis one word of honor, self-esteem and other super naturally
oriented forms of social controls.
Ethnocentrism
Ethnocentrism is the predisposition to use oneself and ones own culture as the
criterion for judging others. This is one another potential problem to easy
adaptation to another culture that occurs when people are predisposed to believe
that their homeland conditions are the best.
Cultural Distance
Cultural distance is the range of difference between two social systems. The
range of cultural distance may affect, to a great extent, the responses of the
workers and other people to business related issues. Migrant tend to be
somewhat wthnocentric and to judge conditions in a new country according to
the standards and practices of their homeland.
Cultural Shock
1. Careful selection
Workers who may be low in ethnocentrism can be chosen. The desire to
go to other places and to experience another culture may be an important
prerequisite attitude worth considering. Potential workers may be
considered on the learning attitudes they demonstrate during the selection
process.
2. Compatible assignments
Workers who are likely to be assigned to a new work environment similar
to their culture, may find adjustment easier. Some cultures are relatively
similar can be grouped together.
V. REFERENCES
CHAPTER 4:
Motivation
And
Human
Behavior
I. INTRODUCTION
Motivation manifest as desire and interest, and as a driving force that
pushes you to take action and pursue goals.Motivation is important in
an organization because it helps the manager to motivate their
employee to do things that will satisfy their drives and desires in an
organization. In this topic, you will know about how the managers
motivate their employees to achieve their goals and to have the
accomplishment of their desired goals. They motivate to encourage
employees to be productive and effective. By getting motivated, you
act, do things, take your mind off problems and difficulties and focus on
finding solutions and achieving success.
II. OBJECTIVES
To know the meaning of motivation.
To learn and explain about the motivation process.
To discuss the motivational drives.
To discuss the Maslow’s Hierarchy Needs and Reinforcement Theory.
To define Law of effect and Job Enrichment.
To discuss the elements of objective settings.
III. CONTENTS
Motivation – the word motivation comes from the Latin word “movere” which
means to move.
- Numerous definitions are given for the word motivation some of which
Motivational Drives
- These drives affect the way people view their jobs; and consequently,
affect their lives. These motivational drives reflect the various elements
of the culture in which they were shaped – their family, the school, the
church, their work environment and, to a certain extent, the books they
read.
a. Achievement Motivation – is a drive to accomplish objectives and
to get ahead. A person with this kind of drive would like to achieve
observed that people with affiliation motives work better when they
danger, threat and deprivation and of the fear of losing a job or shelter.
3. Affiliation or acceptance needs – people are social beings; and
Reinforcement Theory
theory. The general idea behind the theory is that reinforced behavior will
performance is high, then the worker is likely to continue to strive for high
performance.
for the most part, directly to the job itself, the worker’s performance, and
Law of Effect
the law of effect. This states that a person tends to repeat behavior that is
Job Enrichment
accomplish.
❖ Specificity – it is assumed that objectives should be specific,
ones.
❖ Performance monitoring and feedback – there are still other
Economic Incentives
- Are applied to almost any type of job to motivate a high level of individual,
Profit- sharing
performance.
productivity relationship.
The major variables considered are:
1. Individual needs as reflected in the goals sought.
2. Individual perceptions of relative usefulness of productivity
IV. SYNTHESIS
There are a number of maxims and rules about motivation. The
problem that often confronts managers is how to motivate their workers
to achieve the desired productivity level of the organization.
According to Curtis W. Cook, “Motivating employees is one of the
most consistent challenges any manager faces.” Motivation results from
a person’s attitude reacting to a specific situation. It is the strength of
the drive toward an action. Perhaps we can infer that a few human
activities occur without motivation, while nearly all conscious behavior is
motivated or caused.
The Maslow’s Hierarchy of Needs is considered one of the most
widely identified theories of motivation put forth by psychologist
Abraham Maslow. Maslow saw human needs in the context of
hierarchy, ascending from the lowest to the highest. He further
concluded that when one set of needs is satisfied, this kind of need
ceases to be a motivation.
Closely related to motivation is job satisfaction. Many managers
often view motivated workers as being synonymous with satisfied
workers. There are, however, important differences between motivated
workers and satisfied ones. There are five components of job
satisfaction and these are: attitude toward work group, general working
conditions, attitude toward company, monetary benefits and attitude
toward supervision.
Behavior is encouraged primarily through positive behavior for it
provides a favorable consequence that encourages repetition of a
behavior. It is a typical situation that one may find that when high –
quality of work is accomplished the supervisor gives reward of
recognition.
The essence of job enrichment is to build into jobs a higher sense
of responsibility and achievement. Jobs may be enriched by giving
workers more freedom in deciding about such things as work methods,
sequence, and pace or the acceptance or rejection of materials.
Goal setting, as a motivational tool, becomes very effective when
all its major elements are present. These are goal acceptance,
specificity, challenge, and performance monitoring and feedback.
V. REFERENCES
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 5:
Training,
Performance
Appraisal
And
Reward
Systems
I. Introduction
Every time one employs someone to do the work, the way he wants it
done, he is training. As a matter of fact, every time the supervisors gives
direction or discuss a procedure in effect, he is in training. Training is not an
activity that is done once to new workers in an organization. It is used
continuously in every well-run institution. The training and development of
workers is very important to every company because training is just a way of
enhancing the skills of every worker. It makes every individual to be specialized
in what they’re doing. Performance appraisal has a very important role in the
reward system. This is the process of evaluating the performance of workers
sharing the information with them and seeking for ways to improve their
performance. Reward system is just a way to motivate and give thanks to all the
efforts that one employee did.
II. Objectives
III. Contents
TRAINING
The best-planned training programs will be effective if the trainers are highly
qualified. A well-qualified trainer is one who has the mastery of the tech-
information and details of a particular job he knows how to train a person.
1. Have a Timetable. How much skill do you expect the trainee to have, and
how soon? This gives both the trainer a series of objectives at which to
accomplish.
2. Break down the job. List the important steps, job description and analysis
are necessary preliminary to training.
3. Have everything ready. Have the right equipment, and other supplies at
hand so that there will be no delay when actual training begins.
4. Have the work place properly arranged just as the worker will be expected
to keep it.
PERFORMANCE APPRAISAL
MANAGEMENT BY OBJECTIVES
ASSESSMENT CENTERS
REWARD SYSTEM
The responsibility of management for getting effective results obviously
includes the task for establishing equitable reward systems. Reward systems
include intrinsic and extrinsic rewards. Money is essentially an extrinsic reward.
There are other intrinsic rewards that workers derive example: esteem, self-
confidence, and self-worth. This is the desire and aspiration of an individual to
become what one is capable of becoming to maximize his potential and to
accomplish something that is worthy of recognition.
IV. Synthesis
V. References
CHAPTER 6:
Leadership
Behavior
I. INTRODUCTION
Leaders can make the difference between success and failure. In this
chapter, we'll look at the basic approaches to determining what makes
an effective leader and what differentiates leaders from non-leaders.
Good leadership is necessary for an organization's survival. This
chapter looks at some of the basic theories of leadership (trait,
behavioral, and contingency), as well as some of the newer theories of
leadership: charismatic and transformational leadership.
LEADERSHIP DEFINED
A. Leadership and Management. While these two terms are used
interchangeably in the workplace, in theory, they are two different
concepts.
B. John Kotter's Definitions:
1. Management: management is about coping with complexity. It
brings order and consistency to an organization by drawing up formal
plans, designing rigid organizational structures, and monitoring
results
against the plans.
2. Leadership: leadership is about coping with change. Leaders
establish direction by developing a vision of the future; then they align
people by communicating this vision and inspiring them to overcome
hurdles.
C. The Authors’ Definition of Leadership: the ability to influence a
group toward the achievement of a vision or set of goals. The source
of this influence may be formal, such as a person's managerial rank in
the organization, or an informal (non-sanctioned) ability to influence
that
arises outside the formal structure of the organization.
D. The Need for Both. Organizations need both strong leadership and
strong management for optimal effectiveness. While a good leader
may tell the organization where to go, it still takes good managers to
ensure they get there in one piece.
II. OBJECTIVES
III. CONTENTS
TRAIT THEORIES
B. The Big Five Personality Framework and Trait Theory. When the existing trait
theory research was organized around the Big Five personality framework
(extroversion, agreeableness, conscientiousness, emotional stability, and
openness to experience - see Chapter 3), a clearer picture began to emerge.
1. Extroversion. Two of the most common traits of leaders, ambition and energy,
are part of the definition for extroversion. This is one of the most important traits
of effective leaders and separates them from non leaders.
4. Key Common Traits. Using the Big Five framework, leaders do appear to have
key traits in common: they are extroverted (individuals who like being around
people and are able to assert themselves), conscientious (disciplined individuals
who keep the commitments they make), and open (individuals who are creative
and flexible).
C. Emotional Intelligence (EI) and Trait Theory. The key component of emotional
intelligence, (see Chapter 7), for leaders appears to be empathy. Empathetic
leaders can make sense of other's needs, listen to what followers say (and don't
say), and are able to read the reactions of others. This trait may inspire followers.
Research on this point is both light and inconclusive.D. Trait Theory Summary.
1. Predictive Ability. While the individual traits themselves did not prove to be
predictive, using the Big Five personality framework does tend to show that traits
can separate leaders from non leaders.
BEHAVIORAL THEORIES
1. The Ohio State Studies. These studies, started in the late 1940s, attempted to
find what behaviors substantially accounted for most of the leadership behavior
described by employees. Beginning with over a thousand dimensions,
researchers narrowed the list to two:
c. Ohio State Summary. Both factors were found to be associated with effective
leadership. Followers of leaders who are high in consideration were more
satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group
and organization productivity along with more positive performance evaluations.
• Legitimate power – comes solely from the position the superior holds in an
organization
• Referent power – comes from the fact that subordinates identify with the leader
and respect him/her
• Coercive power – comes from forced actions and potential for punishment
Leadership is a major way in which people change the minds of others and move
organizations forward to accomplish identified goals.
Theories of Leadership
• Trait Theory
• Behavioral Theories
• Participative Leadership
IV. SYNTHESIS
The leader must articulate an appealing vision: a long-term strategy on
how to attain a goal or goals. The vision must be inspirational
possibilities that are value-cantered and realizable, with superior
imagery and articulation. The vision provides a sense of continuity for
followers by linking the present with a better future.
V. REFERENCE
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store.
CHAPTER 7:
Behavior
In
Formal
And
Informal
Groups
I. INTRODUCTION
II. OBJECTIVES
III. CONTENTS
Formal groups
-Is the skeleton of a company and have a public identity and goal to
achieve. The formal group is more natural and enduring work group.
Informal groups
The differences between formal and informal organization occur for four major
reasons.
➢ Employees may lack knowledge about the official channel of
communication to use others.
➢ Interpersonal obstacles may prevent workers from using the formal
reporting channels.
➢ Workers may be able to obtain a faster response if they pass certain
channels.
➢ In some organizations non-official relationships become legitimized and
substitute for the formal ones.
Committees
- Committees are formal groups created for various purposes. It is
generally a specific type of group meeting in which members in their
group role have been authority to handle the problem at hand.
Size
- the size of a group can affect the way the committee works. If
membership is quite big, communication may be focused within a few
members.
Composition
- Leaders should think of various considerations the committees
objective, the level of interest of the members, the time frame and the
past history of working relationships among the perspective
members.
Agendas
- Meetings are held at the same time at two different levels. One level
is surface agenda is the official task of the group and level involves
the members’ personal emotions and motives which they may have
brought with them but keep hidden for sometime and this is referred
to as the hidden agendas of the meeting.
Leadership Role
- These are two types of leadership roles the group tends to require
and these are the task leader and the social leader.
Task Leader
- Define a problem or goal for the group to be accomplished.
- Request facts, information, ideas, or opinions from members.
- Provide facts, information, ideas or opinions.
- Clarify situations that are not clear and give some examples.
- Summarize whether agreement has been reached on social roles.
Social Leader
- It restores and maintains group relationships by recognizing
contributions, reconciling disagreements and playing a supportive
role to help the group develop.
Planned Approaches
BRAINSTORMING
- Is a problem conference technique for encouraging creative thinking
in groups. Brainstorming has two major principles:
➢ Deferred judgment - all ideas are encourage, ideas are
recorded by a group member as fast as they are suggested
and are evaluated for usefulness at a later time. The primary
purpose of deferred judgment is to separate ideas and
creation from idea censorship.
➢ Quantity breeds quality – encourage members to suggest
more ideas so that eventually, higher quality ones may be
considered and developed.
NOMINAL GROUP TECHNIC
- A method that usually exist in name only, with members having
minimal interaction to produce a decision.
DELPHI DECISION-MAKING
- A panel of relevant individuals is carefully chosen to address an
issue. Members are usually chosen because of their expertise.
Consensus
- Interpreted that the group engage in a wide range of input gathering
which normally resulted in a shared level of understanding of the
members.
IV. SYNTHESIS
Formal groups are the skeleton of a company and have a public
identity and goal to achieve. The formal group is more natural and
enduring work group while informal groups are formed on the basis of
common interest, proximity and friendships.
Committees are formal groups created for various purposes. The size
of a group can affect the way the committee works. If membership is
quite big, communication may be focused within a few
members.Composition leaders should think of various considerations
the committees objective, the level of interest of the members, the time
frame and the past history of working relationships among the
perspective members.Agendas meetings are held at the same time at
two different levels.
There are two types of leadership roles the group tends to require
and these are the task leader and the social leader. There are various
alternative approaches like brainstorming, nominal groups technic,
Delphi decision-making and dialectic decision method.
V. REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store
.
CHAPTER 8:
Job
Satisfaction
And
Human
Behavior
I. INTRODUCTION
JOB SATISFACTION
Satisfaction indicates already available in an organization
Job satisfaction and productivity are correlated with one another as
revealed by various studies.
HUMAN BEHAVIOR
Have been associated in organizational problem and issues and have
been the focal point of deliberate efforts towards improving workers
performance and productivity.
Human behavior are desired by any type of organization because they are
to be connected with some of the encouraging outcomes that managers
want.
II. OBJECTIVES
For the employee to know if their workers get satisfied on the working
place.
For them to maintain the satisfactory and the good value and good
behavior of the workers.
For them to know the thing if they work is not happy or not satisfied any
more on the working place.
To know the signs of the worker that not satisfied.
III. CONTENTS
JOB SATISFACTION AND HUMAN BEHVIOR
It is always presumed that a happy and satisfied worker in any kind of
organization is a productive worker. The workers attitude behavior and job
satisfaction are very important to the organization if the goals and
objectives are to be realized.
WORKER PERFORMANCE
The performance level of a worker is measured by the quality of output
considering time and cost. The satisfaction-performance relationship is
more complex than the simple path of satisfaction leads to performance.
It is inferred that a more accurate statement of the relationship is that high
performance contributes to high job satisfaction .this result lead to higher
economic and psychological rewards.
TURNOVER
Worker turnover is usually expensive and most often, it is difficult to
replace workers who left. The remaining workers may be demoralized
from the loss of valued co-workers and consequently , both work and
social patterns may be disrupted to a great extent until replacements are
found.
THEFT
Theft is the act of stealing the wrong taking and carrying away of property
of another.
VIOLENCE
Extreme consequence of worker dissatisfaction may, to a certain extent,
exhibit various forms of verbal or physical aggression at work.
Work stress can be a cause for violence.
Low productivity turnover , absenteeism theft and violence are all typically
negative behaviors.
SURVEY DESIGN
A systematic method to conduct surveys is very important .the steps are
the following ;
1. Identify reasons for the survey.
2. Obtain management commitment
3. Develop survey instruments.
4. Administer the survey
5. Tabulate results
6. Analyze results
7. Provide feedbacks to participants
8. Implement action plan.
Studies of job satisfaction usually gather data through survey questionnaires or
by interviews.
IV. SYNTHESIS
The nature of worker attitude job satisfaction attitudes are the feeling and
beliefs that largely determine how workers perceive work environment and
to commit themselves to intended actions, and ultimately behave.
Job satisfaction has received much attention from both researchers and
managers, and they take a careful look at some of the effects of
satisfaction and dissatisfaction.
Management stays in touch with the level of worker satisfaction primarily
through face to face contact and timely method of determining the job
satisfaction level of individuals, but there are also a number of other
satisfactions indicate already available in an organization.
V. REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store
CHAPTER 9:
Team
Building And
Human
Behavior
I. INTRODUCTION
Teamwork is needed in every organization in order to have an effective
management and to accomplish the organizational goals. It helps the
management to achieve their VMGO or the Vision, Mission, Goals and
Objectives. Teamwork happens when every member contributes to the task
through their knowledge, skills and abilities. An organization without teamwork is
like an eagle with injured wings. The organization without teamwork (like an
eagle with injured wings), can’t fly high towards its success. Organization is also
like a body system. When one or more parts of the system malfunctions, the
organization as a whole also malfunctions. This may result to the failure or
disease. So, to emphasize the importance of teamwork in the organization, this
report will discuss all about Team Building including its definition.
II. OBJECTIVES
To define Team Building and Teamwork.
To explain the Linking Pin Concept.
To discuss the process of Team Building and its typical stages.
To discuss process consultation.
To know how facilitators facilitate behavior.
To enumerate and explain the stages on team’s evolution.
To discuss the elements of effective teams.
To define the terms “Feedback” and “Self-managing Teams”.
To differentiate empowerment and participation.
III. CONTENTS
Teamwork
The team building process follows a certain pattern of participation of the team
members by providing data and then using the data for self examination. Here
are the stages in Team Building:
1. Identification of a problem.
2. Collection of relevant data.
3. Data feedback and confrontation.
4. Problem solving experience.
5. On-the job application and follow-up.
Collection of relevant data. In this stage, the data are collected from individual
group members.
Data feedback and confrontation. After data is collected, it is fed back to the
team for study. In the mean time, while the group works on development of
action and plans, members are encouraged to direct the equal attention toward
the group’s interaction process.
Problem solving experience. Team Building involves various types of
experiences. Some managers participate in week-long adventures such as
mountain climbing, water rafting, crossing over raging rivers on wire cables,
sleeping at night in the jungle, and other outdoor obstacle activities that involve
physical stamina as a challenge for survival and a number of participants believe
that the experience they acquired virtually prepares them for surviving
psychologically.
PROCESS CONSULTATION
TEAM EFFORT
FEEDBACK
Feedback relates to the information from the job itself, management or other
workers that tell their fellow workers how well they are performing their assigned
tasks. It is important that the team members should have some feedback so that
they have useful data on which to base their decisions. Feedback usually
encourages workers to understand how they are seen by others within their team
and to take the necessary self-correcting action.
Participants are separated into two groups representing two different viewpoints
that exist in the team. Both members of the group are asked to develop answers
to the following questions:
After the separate groups have prepared their answers, they assemble and
presents their answers to the other group. They give objective feedback about
their perceptions and impressions each group has of the other and the major
problems in the form of misunderstanding usually are uncovered. In the
representation of the problems that surfaced, no arguments are allowed. While
questions are accepted, it may be interesting to note that only those questions
purportedly clarify what the other group is saying.
The group again are separated to discuss the other two questions purportedly
clarify what the other group is saying.
The groups again are separated to discuss the other two questions that need
solutions:
After the answers have been sought as a new feedback, two groups meet to
design and develop specific plans of actions for solving misunderstandings. Any
team can use process consultation and feedback for its self-development. The
continuous strategy for improvement through feedback is a cornerstone of total
quality management.
Self managing teams involve natural work groups that are given a wider range
of decision making autonomy and expected to control their own behavior and
results. This concept is also known as self-directing teams, self-reliant teams;
socio-technical teams or semi-autonomous work groups.
James W. Ransom said that the formula for success rests with empowered,
dynamic efforts and approaches that facilitate involvement from all levels of the
organization.
Empowerment can help remove the conditions that cause powerlessness while
enhancing employee feelings of self- efficacy. Empowerment, as a process,
authorizes workers to cope with situations and enables them to take control of
problems as they arise.
There are some managers who view that task involvement is for true
participation. They hold conferences ask opinions and ask suggestions from
workers; but some workers perceive their managers as autocratic leaders who
want no ideas. These empty managerial actions are referred to as
“pseudoparticipation”.
The organizational structure defines the formal relationship and use of people
in the organization. Different task are required to achieve the desired goals and
objectives of the organization. Managers, supervisors, accountants, auditors and
various workers have to be related in some organizational structural way so, that
their work can be effectively coordinated.
The other basic way in which work which relates to the flow of work and other
activities from one operation to another is known as procedure. Other names are
“method”, “system” and “work flow.” Work flow has many behavioral effects
because it sets workers in interaction as they perform their respective tasks.
System design and teamwork are the important procedures which require
workers to work together as a team.
IV. SYNTHESIS
Team Building is a process of making teams more effective through the
encouragement of members to cooperate in a given task or to have teamwork. It
is needed in order to achieve productive organizational results. According to
Likert’s Linking Pin Concept, the manager serves as the linking pin connecting
the manger’s group with other members. As a process, it follows a certain
pattern. It starts from the identification of problem. Then, data is collected and fed
it back to other members. Then, problem-solving experience such as water
rafting should be done. The last step is the on-the-job application and follow-up.
A process facilitator is needed to examine how teams perform their tasks through
process consultation. Another approach in team building is the team effort. It is
defined as a cooperative and coordinated effort of teams with a common cause.
Team’s evolution has five stages- forming, storming, norming, performing and
adjourning.
There are important elements of effective teams to maintain. These are the
supportive environment; skills and precise role; superordinate goals and; team
rewards.
One of the guidelines of successful teams is providing positive feedback.
Feedback relates to information from job itself, management, or other workers
that tell their fellow workers how well they are performing their assigned tasks.
V. REFERENCES
CHAPTER 10:
Organizational
Behavior
And
Conflict
I. INTRODUCTION:
II. OBJECTIVES:
III. CONTENTS:
Levels of Conflict
1. Intrapersonal Conflict – When others have different perceptions or
expectation of a person’s role, that person tends to experience role
conflict.
2. Interpersonal Conflict –this kind of conflict is a very serious problem to
many people because it deeply affects the individual feelings and
emotions.
3. Intergroup Structural Conflict – In any kind of organization, intergroup
conflict between two departments usually create some problems. Such
conflicts are similar to war between juvenile gangs.
Communication barriers – Semantics difference can cause conflict. The
meaning of the word in the communication process should be clear and
definite.
Goal segmentation and rewards – Every functional unit of an organization
has different functional objectives. Normally these can be the source of
conflict; and when it emerges, may seem to be personality clashes.
Unequal department dependence – Most often department dependence is
unequal and normally, brings out conflict.
Mutual departmental dependence – In some cases, two departments of an
organization are dependent on each other for the accomplishment of their
respective objectives which may be potential for structure conflict.
Functional unit and the environment – Functional units perform various
tasks and cope with the different areas of the environment.
Issues and existing problem level – In this particular case, conflict may
provide a clue that a critical problem between two department needs to be
resolved.
Causes of Conflicts
Organizational change – People have different perspectives over the
direction to go, the way to take, the resources needed and the probable
outcome.
Personality clashes – Individual differences is a basic concept affecting
organizational behavior. Since every individual has its own interest, tastes
and varied purposes in life, personality differences can cause conflict.
Different set of values – Values are ideals that arise from an emotional
response for or against a certain thing, if they are the experiences of
ultimate ends, goals and purposes of social actions.
Threat to status – Status is a term used by sociologists to refer to any of
the full range of socially defined positions within a large or society.
Contrasting perceptions – Perception is the act of apprehending by means
of the senses or the mind. It is a unified awareness derived from sensory
process while a stimulus is present.
Lack of trust – Trust is a belief in and reliance on the integrity, and the
ability of a person or thing; it is the condition of one to whom something
has been entrusted.
Role dissatisfaction – Another source of structure conflict is also produced
through role dissatisfaction. Professionals in any kind of organization with
satisfactory performance who receive little recognition and have limited
opportunities for advancement may initiate conflict.
Role ambiguity – Ambiguities in the description of a particular job of
employees can lead to structural conflict. This occur when the credit or
blame for the success or failure of a particular assignment cannot be
determined between two units, conflict is likely result.
Managing Conflict
1. Avoiding – is the physical or mental withdrawal from a conflict. This reflect
a low concern for either party’s outcomes and often results in a lose-lose
situation.
2. Smoothing – is accommodating to other party’s interests. Smooth over the
conflict and pretend that it does not exist. This strategy basically places
great emphasis on concern for others, usually to one’s detriment, resulting
in a lose-win result.
3. Compromising – is characterized by mutual agreement of both parties to
give into or give up some demands to promote harmonious relationship.
This strategy reflects a moderate degree of concern for self and others
with no clear-cut result.
4. Forcing – is employing power tactics to win. This strategy relates to
aggressiveness and dominance to attain personal benefits at the expense
of other party resulting in a win-lose situation.
5. Confronting – is to face the conflict directly and work with it through a
mutually satisfactory resolution. This strategy is also referred to as
problem-solving. This approach seeks to minimize the achievement of
both the party’s goals, thus coming to a win-win result.
Classification of Power
Personal power – is also referred to as referent power, charismatic power
and personality power.
Legitimate Power – is also referred to as position power. This comes from
higher authority of the organization.
Expert Power – is also referred to as the authority of knowledge and
expertise that comes from specialized training. This is the power that
arises from an individual’s acquired knowledge and information about a
complex situation.
Reward Power – is the capacity to control and administer items that are
valued by another. It stems from a person’s ability to give pay raises;
recommend someone for promotion in rank or transfer, or even make
favorable work schedules and assignments.
IV. SYNTHESIS
V. REFERENCES:
Zulueta, F.(2004). Human Behavior in Organization,Mandaluyong:
National Book Store.
CHAPTER 11:
Stress
Counseling
And
Human
Behavior
I. INTRODUCTION
Human behavior is the term used to describe a person's actions and conduct.
Stress affects human behavior. Anything that poses a challenge or a threat to
our well-being is a stress. Some stresses get you going and they are good for
you, without any stress at all many say our lives would be boring and would
probably feel pointless. However, when the stresses undermine both our mental
and physical health, it triggers us to do things that we won’t want to do.
II. Objectives
III. Content
Stress is defined as the mental or physical condition that results from a
perceived threat or danger (physical/emotional) and the pressure to remove it.
Burnout is the condition that occurs when work is no longer meaningful to the
individual and this can result from stress or may be other work-related or
personal factors.
Trauma is the startling experience that has a lasting effect on mental life.
Frustration is a result of a motivation or drive being blocked to prevent one from
reaching a desired goal.
Types of Reaction to Frustration
- Aggression – when an individual feels his being blocked by his supervisor,
he may become aggressive by demanding treatment or may threaten to
appeal to higher management
- Apathy – he becomes pathetic, by not responding to his job or co-workers.
- Withdrawal – requesting a transfer or quitting the job
- Regression – less mature behavior by reversing to less adapted behavior
and feeling such as self-pity.
- Fixation – it is the state in which an individual becomes obsessed with an
attachment to another human, an animal, or an inanimate object.
- Physical Disorders – a physical disease that is thought to be caused, or
made worse, by mental factors
o Types of Counseling
▪ Direct Counseling – listening to workers problem, deciding
with the workers what should be done and then telling and
motivating the worker to do it.
▪ Non-Directive Counseling – skillfully listening and
encouraging a counselee to explain troublesome problems,
understand the problems and determine appropriate
solutions.
▪ Participative Counseling – mutual counselor-counselee
relationships that establishes a cooperative exchange of
ideas and opinions to help solve a counselee’s problems.
IV. Synthesis
This report tackles on how stress affects human behavior. Stress can be the
main source of your downfall, in a workplace stress is normal, excessive stress
can interfere with your productivity and impact your physical and emotional
health. And your ability to deal with it can mean the difference between success
or failure. Stress can be prevented or can be lessen, in this chapter, it discusses
how stress can be showed on others and also the ways on how you can treat
and prevent stress.
V. Reference
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 12:
Organizational
Change
And
Development
I. INTRODUCTION
Over the years, organizations differ in the approaches and in the quality of the
system they develop and use to maintain the desired results they would like to
maintain. Perceptive managers utilize various models of organizational behavior
so that the individual worker and the organization must come to terms with each
other by the individuals’s accepting and facilitating the attainment of the purpose
of the organization and the organization’s satisfying the needs of the individuals.
There are a number of models of organizational behaviorsystem that have been
adopted purportedly premised to test the effectiveness that they employ.
III. CONTENTS
Rationale of change
Change process
Work change. The nature of working change may be any alteration that
management instituted in the work environment. Changes may lead to pressure
and conflicts that may eventually cause a breakdown somewhere in the
organization. A typical example is an employee who was disillusioned with the
operation, organization and resigns. While at some kind of opposing forces in the
environment causing disequilibrium, this will require them to make new
adjustments. This state of disequilibrium occurs when workers are unable to
make adequate adjustments.
Resistance to change
Alvin Toffler
A futuristic thinker , social critic, and educator revolutionaries the world with his
books: future shock focused onthe proces of change . the third wave discussed
the direction of changes, and how these changes will be done.
Toffler is married to Heidi Toffler, also a writer and futurist. They live in the Bel
Air section of Los Angeles, California, just north of Sunset Boulevard.
The couple’s only child, Karen Toffler, (1954–2000), died at the age of 46 after
more than a decade suffering from Guillain–Barré syndrome.
First Wave is the society after agrarian revolution and replaced the
first hunter-gatherer cultures.
Second Wave is the society during the Industrial Revolution (ca. late 17th
century through the mid-20th century). The main components of the Second
Wave society are nuclear family, factory-type education system, and the
corporation. Toffler writes: “The Second Wave Society is industrial and based
on mass production, mass distribution, mass consumption, mass education,
mass media, mass recreation, mass entertainment, and weapons of mass
destruction. You combine those things with standardization, centralization,
concentration, and synchronization, and you wind up with a style of
organization we call bureaucracy.”
Reasons why workers resist. Workers normally resist changes for three
reasons
I. They may not be comfortable with the nature of change. Some workers
may violate their normal belief system: they might believe that the
decision of management is disadvantages to their welfare. Others
resist change for fear and anxiety as a threat to their job security
II. Workers resent having been ill-informed or they may resist the
authoritarian approach of the manager. The introduction of change
may revolve around a perception of positioning
III. The third reason is the perception of inequity – while others may gain
some benefits for the change , others may not.
The resistance to change will be evidently felt, especially if all three reasons exist
– the nature of change , the method use, and the perceptions of inequity,
because workers do not see any personal gain for themselves.
Forms of resistance
There are certain implications of resistance to change and all three types of
resistance must be anticipated and treated effectively if employees are to accept
change cooperatively. Administrators should not only focus their priority on the
technical dimensions but also on their human responsibilities
- most especially psychological and sociologist factors for these are critically
important to the success of the proposed change. Managers must exert every
effort to seek a climate in which workers trust their manager , have a positive
feelings toward.
Leadership
Some changes originate within the organization itself and others through the
regulatory laws enacted by proper authorities such as laws and ordinances.
Competitors introduce new services and the organization must respond.
Transformational leaders
Are the managers who are futuristic in outlook and initiate bold strategic
changes to position the organization for its future.
Possess the ability to create and communicate a clear vision for the
organizational behavior and goals.
Communicating charisma
Charisma is the special quality that gives an individual influence over a group of
people. It is a leadership characteristic that can help influence workers to
respond and sustain an action. Charismatic leaders are able to demonstrate a
wide range of professional expertise, self – confidence, high performance level
and use some inspiring behavior to arouse a feeling or thought of other persons.
Steps in change
There are three steps in managing change and these are unfreezing, changing
and refreezing.
Unfreezing – is a process that simply means that old idea and practices
need to be changed so that new ones can be adopted for use. This step of
getting rid of old practices may be as difficult as learning the new ones it
may seem an easy step to overlook old ideas and practices while
concentrating on the proposed change
Changing – is a process that basically means the step in which the new
ideas and practices are being learned. It involves helping the workers
think, reason, and perform new task. The changing process may result in
confusion, disorientation, and distortion of information are perceived by
the workers, overload and perhaps despair. The changing step is usually
anticipated with anxiety, hope, discovery, eagerness and excitement.
Refreezing - is a process, which mean that what has been learned, is
integrated into actual and meaningful practice. The new practices are
welcomed by the workers and are embarrassed and incorporated into the
workers routine behavior.
Participation
Shared reward
Another way of building support for change is that there are adequate rewards
for workers when change is implemented. If the change will bring them a windful
of gains, they become enthusiastic about the change.
Workers security
Communication
This approach of building support for change is premised on the assumption that
change is more likely to be accepted if the workers affected by it recognize a
need for it before it occurs.
Guidelines for managing change
These guidelines for managing change can be a very useful method of achieving
the objectives of the organization for development. According to Douglas k.
Smith the key challenge is to get workers at all levels to acquire new skills and
adopt new behavior while sustaining continuous performance improvements.
For individuals
For groups
For organization
OD Case study
A classic example of how OD can change an organization for the better is the
initiative undertaken by General Motors Corp. at its Tarrytown, New York, auto
assembly plant in the 1970s. By the late 1960s, Tarrytown had earned a
reputation as one the least productive plants in the company. Labor relations and
quality were at an all-time low, and absenteeism was rampant, when GM finally
decided to take action.
Realizing the seriousness of the situation, plant managers tried something new—
they sought direct input from laborers about all aspects of the plant operations.
Then they began to implement the ideas with success, sparking interest in a
more comprehensive OD effort. Thus, in the early 1970s, GM initiated a quality-
of-work-life (QWL) program, an OD program that integrates several types of
interventions. The goal of QWLs is to improve organizational efficiency through
employee well-being and participative decision-making.
IV. SYNTHESIS
Today, teams and organizations face rapid change like never before.
Globalization has increased the markets and opportunities for more
growth and revenue. However, increasingly diverse markets have a wide
variety of needs and expectations that must be understood if they are to
become strong customers and collaborators. Concurrently, scrutiny of
stakeholders has increased as some executives have been convicted of
illegal actions in their companies, and the compensation of executives
seems to be increasing while wages of others seems to be decreasing or
leveling off. Thus, the ability to manage change, while continuing to meet
the needs of stakeholders, is a very important skill required by today's
leaders and managers.
V. REFERENCES