CHAPTER 1: ORGANIZATIONAL BEHAVIOR
HUMAN BEHAVIOR
 physical action of a person that can be seen or heard
such as smiling or whistling
 person exhibits behaviors similar or different when he is
in or out of the organization with his thoughts, feelings,
emotions, and sentiments
ORGANIZATIONAL BEHAVIOR
 study of human behavior in organization, interaction
between individuals and the organization, and the
organization itself (Medina, 2011)
 study and application of knowledge about how people-as
individuals and as groups-act within organizations
striving to identify ways in which people can act more
effectively
 scientific discipline in which a large number of research
studies and conceptual developments are constantly
adding to its knowledge base
 an applied science, in that information about effective
practices in one organization are being extended to
many others (Newstrom, et.al)
OB
 provides a useful set of tools at many levels of analysis
 helps managers look at the behavior of individuals within
an organization
 aids their understanding of the complexities involved in
interpersonal relations, when two people (two coworkers
or a superior-subordinate pair) interact.
 valuable for examining the dynamics of relationships
within small groups, both formal teams and informal
groups
GOALS OF OB – E U P C
1. to explain/describe behavior;
2. to understand
3. to predict behavior
4. to control behavior
1. TO DESCRIBE
 describe, systematically, how people behave under a
variety of conditions
 allows managers to communicate about human behavior
at work using a common language
2. TO UNDERSTAND WHY PEOPLE BEHAVE AS THEY
DO
 Managers would be highly frustrated if they could only
talk about behaviors of their employees, but not
understand the reasons behind those actions.
3. PREDICT FUTURE EMPLOYEE BEHAVIOR
 managers would have the capacity to predict which
employees might be dedicated and productive or which
might be absent, tardy, or disruptive on a certain day.
4. TO CONTROL (AT LEAST PARTIALLY) AND
DEVELOP SOME HUMAN ACTIVITY AT WORK
 Managers need to be able to improve results through the
actions they and their employees take, and
organizational behavior can aid them in this goal
 Some people may fear that the tools of organizational
behavior will be used to limit their freedom and take
away their rights.
 Most managers today are subject to intense scrutiny.
 OB is a human tool for human benefit.
 Applies broadly to the behavior of people in all types of
organizations, such as business, government, schools,
and service organizations.
 Wherever organizations are, there is a need to describe,
understand, predict, and better manage human
behavior.
4 KEY ELEMENTS IN OB – P E S T
1. People
2. Structure
3. Technology
4. Environment
PEOPLE
 Make up the internal social system of the organization.
 individual persons and groups
 Groups can be:
o small or large
o Official, Formal vs unofficial, informal
o Groups are dynamic - form, change, and disband
 living, thinking, feeling beings who work in the
organization to achieve their objectives
 Organizations exist to serve people, rather than people
exist to serve organizations.
STRUCTURE
 formal relationship of people in the organization.
 describes how job tasks are formally divided, grouped
and coordinated
TECHNOLOGY
 combination of resources, knowledge and techniques
with which people work and affect the task that they
perform.
 consists of buildings, machines, work processes, and
assembled resources
 provides the resources with which people work and
affects the tasks that they perform
 allows people to do more and better work, but it also
restricts people in various ways.
ENVIRONMENT
 institutions or forces outside the organization that
potentially affect the organization's performance
 suppliers, customers, competitors, government
regulatory agencies, public pressure groups
 All organizations operate within an internal and an
external environment. A single organization does not
exist alone.
 is part of a larger system that contains many other
elements, such as government, the family, and other
organizations.
  Underlying this systematic approach is the belief that
behavior is not random - thus research studies are
BENEFITS OF STUDYING OB ETHICAL BEHAVIOR conducted.
1. development of people skills  behavior that is accepted as morally "good" and "right" OB LOOKS at CONSISTENCIES
2. personal growth as opposed to "bad" and "wrong".
3. enhancement of organizational and individual  people don’t all act exactly alike when placed in similar
effectiveness ETHICS AND ORGANIZATIONAL BEHAVIOR situations
4. sharpening and refinement of common sense  Philosophers maintain the view that a society that has  there are certain fundamental consistencies underlying
low regard for morals will disintegrate after a period of the behavior of most individuals that can be identified
DEVELOPMENT OF PEOPLE SKILLS and then modified to reflect individual differences
time.
1. skill in doing his work  To avoid chaos and destruction, and to make life in SOURCES OF RESEARCH INSIGHT IN OB
2. skill in relating with people society possible, adherence to the practice of moral
principles regulating human relations become necessary.  Field Studies
PERSONAL GROWTH  Laboratory Studies
What constitutes right and wrong behavior in organization  Case Studies
 makes a person highly competitive in the workplace is determined by:  Survey Studies
 chance to achieve personal growth is enhanced by
1. the public  Meta Analysis
knowledge of OB
 Intrapersonal thinking  as one possessed by a person 2. interest groups
with highly accurate understanding of himself or herself. 3. organizations
4. the individual’s personal morals and values CHAPTER 2: PERCEPTION, PERSONALITY AND EMOTIONS
ENHANCEMENT OF ORGANIZATIONAL AND INDIVIDUAL
EFFECTIVENESS ETHICAL ISSUES PERCEPTION

 Effectiveness  major attribute of successful 1. conflict of interest Joseph Reitz

organizations, as well as individuals. 2. fairness and honesty
3. communication  Perception reflects the processes by which an individual
 When the right decisions are made, effectiveness learns about his environment—seeing, hearing, feeling,
follows. 4. relationships within the organization
tasting, and smelling.
 In decision making, knowledge of OB can be very useful. BUILDING BLOCKS OF OB
Stephen Robbins
SHARPENING AND REFINEMENT OF COMMON SENSE OB is an applied behavioral science that is built upon
contributions from a number of behavioral disciplines.  The process wherein individuals select, organize, and
 People differ in the degree of common sense they interpret their sensory perceptions to provide meaning to
possess. Improvements in this type of ability, however, The main areas are their environment.
can still be made and great benefits can be derived if this
is done. o psychology Fred Luthans
o sociology
ETHICS  Perception is a crucial meditative cognitive function that
o social psychology
individuals use to interpret the stimuli or circumstances
 set of moral choices a person makes based on what he o anthropology
they are presented with.
or she ought to do. o political science
FACTORS INFLUENCING PERCEPTIONS – P T T
ORGANIZATIONAL ETHICS RIGOUR OF OB
1. PERCEIVER
 moral principles that define right or wrong behavior in  OB provides a systematic approach to the study of 2. TARGET
organizations. behavior in organizations, as well as groups and teams.
 3. THE SITUATION
PERCEIVER
 The perceiver is us, as a human individual.
Interpretation is heavily influenced by the perceiver’s
personal characteristics.
 Our attitudes and motives, interests, and past
experiences all shape the way we perceive an event.
 Interpret others’ behaviors based on our own
characteristics. Expectations can also distort our
perceptions
 Perceptions are likely to vary cross-culturally.
TARGET
 A target’s characteristics can affect what is
perceived.
 The relationship of a target to its background
influences perception
 The greater the similarity, the greater the probability
that we will tend to perceive them as a common
group.
THE SITUATION
 Elements in the surrounding environment influence
our perceptions.
 It is the situation that affects your perception.
 It is possible to say that truth is often in the eye of
the perceiver, rather than some objective fact
PERCEPTUAL ERRORS – A S H – C P S P
1. ATTRIBUTION THEORY
 The theory that explains how we assess people
differently depending on whether their behavior is
caused by internal or external causes.
2. SELECTIVE PERCEPTION
 Individuals interpret what they see differently depending - parents' biological, physiological, and inborn psychological
on their interests, experiences, attitudes, and makeup
background.
- physical size, face attractiveness, gender, temperament,
3. HALO EFFECT energy level, and biological cycles.
 Forming an overall impression of an individual based on
a single attribute
2. Environmental Factors
4. CONTRAST EFFECTS
- culture in which we are reared, our early conditioning,
 The concept that explains our responses to specific the norms among our family, friends, and social
individuals is frequently influenced by recent interactions - groups, as well as other influences we encounter, are
with other people. among the elements that put pressure on the
development of our personalities.
5. PROJECTION
3. Situational Conditions
 Attributing one’s own characteristics to other people.
- influences how heredity and environment affect
6. STEREOTYPING personality. - different situations' demands bring out
 Judging someone on the basis of one’s perception of the various facets of a person's personality
group to which that person belongs.
PERSONALITY TRAITS METHODS: M B
7. PREJUDICE 1. THE MYERS-BRIGGS TYPE INDICATOR – EI SN TF JP
 An irrational distaste for an individual or a group because It is simply a 100-question personality test that inquires about
they fall into a certain stereotyped group. respondents' typical responses to
SELF-FULFILLING PROPHECY various situations.
- a concept that contends a person will act in a manner Extraversion/Introversion (E or I). -how people focus themselves
consistent with how others view them.
Sensing/Intuiting (S or N). -how people gather information
PERSONALITY
Thinking/Feeling (T or F). - how people prefer to make decisions
- a dynamic concept that describes how their entire
psychological system grows and develops. Judging/Perceiving (J or P) - how people order their daily lives
- Personality examines the entire individual rather than
just certain aspects. 2.THE BIG FIVE MODEL – E A C E O
PERSONALITY DETERMINANTS – H E S - most widely accepted model of personality
- An impressive body of research supports the idea that
HEREDITY five basic personality dimensions underlie all others and
include the majority of the significant variations in human
ENIVIRONMENTAL FACTORS personality.
SITUATIONAL CONDITIONS 1. Extraversion. This dimension captures a person’s comfort
1. Heredity level with relationships.
2. Agreeableness. This dimension refers to how readily a Branden’s Six Pillars of Self-Esteem 3. Self-Motivation
person will go along with others.
• Living Consciously 4. Empathy
3. Conscientiousness. This dimension is a measure of a
person’s reliability. • Self-Acceptance 5. Social Skills

4. Emotional stability. This dimension taps a person’s ability to • Personal Responsibility NEGATIVE WORKPLACE EMOTIONS – 4 Ps
withstand stress. • Self-Assertiveness 1. Production
5. Openness to experience. The final dimension addresses a • Living Purposely 2. Property
person’s range of interests and fascination with novelty.
• Personal Integrity 3. Political
MAJOR PERSONALITY ATTRIBUTES INFLUENCING OB
Moods Feelings that tend to be less intense than emotions and 4. Personal
LMSSR that lack a contextual stimulus
• Locus of Control - degree to which people think they can Emotions Intense feelings that are directed at someone or
influence how their actions turn out. something.
• Machiavellianism - named after Niccolò Machiavelli; writer are produced subconsciously and characterize physiological
during sixteenth century and wrote about how to acquire and use states. They are typically independent body
power.
reactions to certain internal or external situations.
• Self-Esteem - measures how much someone likes or dislikes
oneself Feelings. in contrast, are conscious thoughts and reflections that
are motivated by subjective
• Self-Monitoring - Person’s capacity to adjust one’s behavior in
response to social factors. experiences of emotions.

• Risk-Taking - taking risks or chances depends on the EMOTIONAL LABOUR – E F D S D

willingness to do so.
1. Emotional Dissonance
TYPE A & B PERSONALITIES
2. Felt Emotions
o Type A
3. Displayed Emotions
 Excessively Competitive
4. Surface Acting
 Emphasize quantity over quality
 Prone to making wrong decisions 5. Deep Acting

o Type B Emotional intelligence (EI) refers to an assortment of non-

 Rarely bothered with how much they can accomplish in a
short period of time.
 No sense of urgency - Play for fun and relaxation
• Proactive Personality - take initiative to improve current
circumstances
cognitive skills, capabilities, and competencies that influence a
person’s ability to succeed in coping with environmental
demands and pressures. It’s composed of five dimensions: S S S
ES
1. Self - Awareness
2. Self-Management