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THE DYNAMICS OF

PEOPLE AND
ORGANIZATIONS
PREPARED BY:
ECHALUSE, IVAN ORLEY
GUIYAB, JODEE B.

ORGANIZATION
 A social unit of people that is structured and managed to
meet a need or to pursue collective
goals. All organizations have a management structure that
determines relationships between the different activities and
the members, and subdivides and assigns roles,
responsibilities .

UNDERSTANDING OF ORGANIZATIONAL BEHAVIOR  DEFINITION OF ORGANIZATIONAL BEHAVIOR  GOALS OF ORGANIZATIONAL BEHAVIOR  FORCES OF ORGANIZATIONAL BEHAVIOR .

act within organizations.ORGANIZATIONAL BEHAVIOR  Is the systematic study and careful application of knowledge about how people --. .as individuals and as groups --.

FIVE LEVELS OF ANALYSIS INDIVIDUALS INTERPERSONAL RELATIONS SMALL GROUPS INTERGROUP RELATIONS WHOLE SYSTEM .

or which ones might be absent.It enables to determine why people behave as they do PREDICT .Level of control will develop some human activity at work .Decision makers would be able to know the likely behavior which employees might be dedicated and productive.FOUR GOALS OF ORGANIZATIONAL BEHAVIOR DESCRIBE . uncommitted or disruptive CONTROL .how people behave under a variety of condition UNDERSTAND . tardy.

FORCES OF ORGANIZATIONAL BEHAVIOR PEOPLE STRUCTURE OF FORMAL RELATIONSHIP TECHNOLOGY ENVIRONMENT .

PEOPLE  People make up the internal social system of the organization .

PEOPLE .

STRUCTURE  Structure defines the formal relationship and use of people in organizations .

STRUCTURE OF RELATIONSHIP .

TECHNOLOGY  Technology provides the resources with which people work and affects the tasks that they perform .

TECHNOLOGY .

.refers to the forces and institutions outside that potentially affects the organization’s performances.ENVIRONMENT .

NATURE OF PEOPLE  INDIVIDUAL DIFFERENCES  PERCEPTION  A WHOLE PERSON  MOTIVATED BEHAVIOR  DESIRE FOR INVOLVEMENT  VALUE OF THE PERSON .

Each person is different from all others. just as each persons DNA profile is different. This idea is supported by science.INDIVIDUAL DIFFERENCES  Every individual in the world is different from others. probably in million ways. .

the way that you notice or understand something using one of your senses. the ability to understand or notice something easily.PERCEPTION the way you think about or understand someone or something. .

A women who attend the office at 8:30 AM is always anxious for her children’s school time (if her children able to attend the school or not).A WHOLE PERSON An employee’s personal life is not detached from his working life. . For this reason. As an example. its impact falls on her concentration that means her working life. As a result. we cannot separate it.

MOTIVATED BEHAVIOR  It represents the reasons for people's actions. . and needs  The general desire or willingness of someone to do something. desires.

. ideas and suggestion for decision-making problem. So. They hunger for the chance to share what they know and to learn from the experience.DESIRE FOR INVOLVEMENT  Every employee is actively seeking opportunities at work to involve in decision-making problems. A meaningful involvement can bring mutual benefit for both parties. organization should provide them a chance to express their opinions.

For this reason. they want to be treated with carrying respect. . dignity and other things from their employers and society.  . labor). capital.THE VALUE OF PERSON  An employee wants to be treated separately from other factor of production (land.

NATURE OF ORGANIZATION  SOCIAL SYSTEMS  MUTUAL INTERESTS  ETHICS .

Human Resource Approach  This approach recognizes that human resources in an organization are the central force. instead of controlling the employees. should provide active support to them by treating them as part of the group. .  Human resources approach provides for the changes in the managerial role. It requires that the managers. Their development will contribute to the success of the organization.

Contingency Approach  The approach stresses that there is no single way to manage effectively under all circumstances. .  Effective management processes will vary in different situations depending on the individuals and groups in the organisation.  The methods of behaviors which work effectively in one situation may fail in another. the nature of the job and technology. the environment facing the organisation and its structure.

Result Oriented Approach  Productivity means the numerical value of the ratio of output to input. But nowadays human and social inputs and outputs are equally important. .  The traditional concept of productivity was concerned with economic inputs and output only. greater is the efficiency and effectiveness of the management.  Higher the value of this ratio.

this approach gives the managers a way of looking at the organisation as a whole. whole group.System Approach  The systems approach is of the view that an organisation is a powerful system with several subsystems which are highly and closely interconnected.  Any action taken to solve the problems in one subsystem will have its effect on the other subsystems as well. . since all the parts of the organisation are closely connected. Thus. and the whole social system.

Limitations of Organizational Behavior: .

Law of diminishing returns: It says that beyond a certain point. there is a decline in output even after each additional good or positive factor. indiscipline.Limitations of Organizational Behavior: 1. 2. Unethical practices and manipulation of people: Knowledge of motivation and communication acquired can be used to exploit subordinates in an Organization by the manipulative managers. 3. . contentment. and irresponsibility. Behavioral bias: It further causes dependence.

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