HUMAN BEHAVIOR IN THE ORGANIZATION

POINTERS TO REVIEW

Chapter 1 3. Technology – provides the resources with which

people work and affects the task performed.
 Organizational Behaviour – is the systematic
4. Environment – Internal or external, and all
study and careful application of knowledge
organizations operate within them
about how people – as individuals and as groups-
act within organizations.
Chapter 2
 Fact Premises– Descriptive views of how the
 Theory X – Autocratic and traditional set of
world behaves, based on research and personal
assumptions about people.
experience.
-With these assumptions the managerial
 Value Premises – Personal views of the
role is to coerce and control employees.
desirability of certain goals and activities.
o The typical person dislikes work and will
o Vision – Challenging the crystallized long-
avoid it if possible.
range portrait of what the organization and its
o The typical person lacks responsibility, has
members can and should be – a possible, and
little ambition, and seeks security above all.
desirable, image of the future.
o Most people must be coerced, controlled,
o Mission – Statement that identifies what
and threatened with punishment to get
business an organization is operating in, the
them to work.
market niches it is trying to serve, its
 Theory Y - With these assumptions the
customers, and the reason for its existence.
managerial role is to coerce and control
o Goals – Concrete formulations of
employees.
achievements that the organization aims for
-With these assumptions the managerial
within set periods of time.
role is to develop the potential in employees and
 Key forces affecting Organizational Behaviour. help them release that potential toward
There are complex forces that affect the nature of common objectives.
organizations today.
1. People – they are the living thinking, feeling o Work is as natural as play or rest.
beings of who work in the organization of o People are not inherently lazy. They have
achieve their objectives. become that way as a result of experience.
- The workforce now a day has become o People will exercise self- direction and self-
a rich melting pot of diversity, where different control in the service of objectives to which
types people work together with the they are committed.
organization. This is why managers should make o People have potential. Under proper
adjustments and tuned into diverse patterns to
conditions they learn to accept and seek
adopt.
responsibility. They have imagination,
2. Structure – defines the relationship and use of
people in the organizations.
ingenuity, and creativity that can be applied
-To accomplish the objectives of the to work.
organization, jobs are related in some structural
way so their work can be effectively
coordinated.
 Models of Organizational Behaviour message to someone – or to hundred of people –
1. Autocratic Model – Managerial view that almost instantaneously.
power and formal authority are necessary to  The Communication Process
control employees’ behaviour.
2. Supportive Model – Managerial View that
leaders should support employees in their
attempts to grow in their jobs and to
perform them well.
3. Collegial Model – Managerial view that
teamwork is the way to build employee
responsibility.
4. System Model – Managerial view that
employees are concerned about finding the  Communication Barriers
meaning at work; having a work context 1. PERSONAL BARRIERS – are
infused with integrity, trust, and sense of communication interferences that arise
community; and receiving care and from human emotions, values and poor
compassion from managers. listening habits.
2. PHYSICAL BARRIERS – communication
interferences that occur in the
Chapter 3
environment in which the
 Communication - is the transfer of information
communication takes place
and understanding from one person to another
3. SEMANTIC BARRIERS – arise from
 Cognitive Dissonance – internal conflict and
limitations in the symbols with which we
anxiety that occurs when people receive
communicate.
information incompatible with their value
systems, prior decisions, or other information
they may have.
 Downward Communication – flow of
Chapter 4
information from higher to lower levels of  Social System – a complex set of human
authority. relationships interacting in many ways.
-any social system engages in exchanges with its
 Communication Overload – in which employees
environment, receiving input from it and providing
receive more communication inputs than they
output to it.
can process or more than they need.
-open systems that interact with their
 Organizational Silence – extreme example of
surroundings.
filtering with which is the conscious or
 Social Responsibility – is the recognition that
unconscious withholding of information about
potential problems or issues on the part of organizations have significant influence on the
nation’s social system and that this influence
employees.
must be properly considered and balanced in all
 Electronic Mail – is a computer-based
organizational actions.
communication system that allows you to send a
 Mentor – is a role model who guides another  Instrumentality – represents the employee’s
employee (a protégé) by sharing valuable advice belief that a reward will be received once the
on roles to play and behaviours to avoid task is accomplished.
 Status – is the social rank of a person in a group
-Individuals are bound together in status Chapter 7
systems which define their rank relative to  Leadership – the process of influencing and
others in the group. supporting others to work enthusiastically
-Status anxiety is the feeling when they toward achieving objectives.
become seriously upset over their status. -The 3 important elements in the definition
-Status deprivation is the loss of status are influence/support, voluntary effort and goal
which is a serious event for most people. achievement.
-Status symbols make the status system -Leadership is the catalyst that transforms
mist visible. potential into reality.
 Technical Skills – refers to a person’s knowledge
Chapter 5 of, and ability in, any type of process or
 Power Motivation – drive to influence people, technique.
take control, and change situations. The distinguishing feature of job performance at
*institutional power the operating and professional levels
*personal power  Human Skills – the ability to work effectively
 Extrinsic Motivators – external awards that with people and to build teamwork.
occur apart from the nature of work, providing  Contingency Model of leadership developed by
no direct satisfaction at the time the work is Fred Fiedler and his associates.
performed. This mode; builds upon the previous distinction
-Examples are retirement plans, between the task and employee orientation and
health insurance and vacations suggest that the most appropriate leadership
 Valence – strength of a person’s preference for style depends on whether the overall situation is
receiving a reward. favourable, unfavourable, or in an intermediate
-it is an expression of the amount of one’s stage of favourability to the leaser.
desire to reach a goal.  Locus of Control- refers to alternative beliefs
 Expectancy – the strength of belief that one’s about whether an employee’s achievements are
work-related effort will result in completion of a the product of his or her own effort (an internal
task. locus, which is more compatible with a
Stated as probabilities – the employee’s estimate participative style0 or the result of outside forces
of the degree to which performance will (an external locus, which is more receptive to
determined by the amount of effort expended. directive approach)