Chapter1: An Overview of Human 3.

Enhancement of organizational and

individual effectiveness
Behavior in Organizations - knowledge in OB for making right
What is Human Behavior? decisions, effectiveness follows.
4. Sharpening and refinement of common sense
- physical actions of a person reflective of their - improvements in this type of ability
behaviors. can be made and great benefits can
- these actions maybe similar/different when derive.
in/out of organizations (referred as
organizational behavior (OB) Brief History of Organizational Behavior

What is Organizational Behavior? The origins of OB can be traced to the following:

- defined as study of human behavior in 1. the human relations approach.

organization, interaction between individuals a. the scientific management approach.
and the organization, and organization itself. b. the human relations approach.

Goals of Organizational Behavior 2. the personality theories

a. Freud’s model
1. To explain behavior
b. the behaviorist approach.
2. To predict behavior
c. the humanist approach.
3. To control behavior
Frederick W. Taylor
The Elements of Organizational Behavior
- disciple of scientific management movement
I. People
- consisting of persons and groups Scientific Management
- either formal/informal group
II. Structure - primary purpose was application of
- defines formal relationship of people scientific methods to increase individual
in the organization. worker’s productivity.
- how job tasks are formally divided. Elton Mayo
III. Technology
- combination of resources, - conducted Hawthorne studies.
knowledge, and techniques which - discovered that social environment has an equal
affects task that they perform. if not greater effect on productivity than physical
IV. Environment environment.
- forces outside organization, - concluded that social interaction is a factor for
potentially affect organization’s increased productivity.
performance.
Hawthorne Studies
Benefits of Studying Organizational Behavior
- determined the effect of hours of work,
1. Development of people skills periods of rests and lighting have on work
- skill doing their work; and fatigue and productivity.
- skill in relating w/people.
Sigmund Freud
2. Personal growth
- knowledge in OB of the others helps - idea of people is motivated by far more
the person to understand own conscious than logical reasoning.
behavior. - believed that irrational motives in the
subconscious mind determines most people’s
behavior.
Behaviorist Approach Ethical Behavior

- J.B. Watson’s theory about learned behavior. - a behavior that is accepted as morally “good”
- B.F. Skinner’s theory on behavior modification. and “right” as opposed to “bad” and “wrong.”

Learned Behavior Ethical Issues

- person can be trained to behave according 1. Conflict of interest

to the wish of the trainer. - exists when a person deciding whether
to advance organization’s interests or
Behavior Modification personal interests.
- when people receive a positive stimulus of 2. Fairness and Honesty
what they have done, they will repeat their - ethical behavior demands that beyond
behavior and when they receive no response obeying the law, they should not
to their action, they will not repeat it. knowingly harm customers, clients, and
competitors.
Humanist Approach 3. Communication
Carl Rogers - organizations that provide false and
misleading information about their
- focused on the person as an individual products and services.
instead of a rigid methodology. 4. Relationships w/in the organization
- people should acquire their own values and - w/in organization, people may still be
attitudes rather than be committed to a fixed performing unethical acts.
set of prescribed goals.
What constitutes right and wrong behavior in
Fritz Perls organization is determined by:
- contributed the Gestalt psychology. 1. the public
2. interest groups
Gestalt psychology
3. organizations
- to integrate conflicting needs into an 4. the individual’s personal and moral values
organized whole, which all parts of a
person work together towards growth
and development.
Chapter2: Individual Differences,
Abraham Maslow’s model Mental Ability and Personality
- espouses the idea of developing personality Individual Differences
toward the ultimate achievement of human
potential. - variation in how people respond to the same
- process is referred as self-actualization. situation based on personal characteristics.
- to achieve this objective, person must work Why People are Different from Each Other
his way up the succeeding steps of a
hierarchy of needs. 1. Demographics
a. Gender Differences
Ethics and Organizational Behavior - differences in the perception of
Ethics male and female roles.

- refers to the set of moral choices makes based on Men and women don’t differ along:
what they ought to do. 1. problem solving abilities.
Organizational Ethics 2. analytical skills
3. competitive drive
- moral principles that define right/wrong 4. motivation
behavior in organizations. 5. learning ability
6. sociability
 Various Theories of Intelligence
b. Generational & Age-Based Differences
A. Dimensions of Intellectual Ability
- worker that belongs to a certain
generation may behave
differently from a worker who I. Cognitive Intelligence
- capacity of a person to acquire and apply
belongs to another.
knowledge including solving problems.
- also bring expectations of
differences of workers.
II. Social Intelligence
- most often seen in age difference
- ability to effectively relate w/others.
since age is associated
w/experience.
c. Culture III. Emotional Intelligence
- qualities such as understanding own
- refers to the learned and shared
feelings, empathy for others, and regulation
ways of thinking and acting
of emotion to enhance living.
among group of people/society.

Two Dimensions of Culture IV. Cultural Intelligence

- outsider’s ability to interpret someone’s
I. Social Culture
unfamiliar and ambiguous behavior the
- refers to social environment of
same as his compatriot would.
human-created beliefs, customs,
B. Triarchic Theory
knowledge, and practices that
- Robert Stenberg
define conventional behavior in
▪ Componential Intelligence (analytical)
a society.
- involves components/mental processes
II. Organizational Culture
used in thinking.
- refers to set of values, beliefs, - traditional type of intelligence needed
and norms that is shared among for solving difficult problems w/abstract
members of an organization.
reasoning.
▪ Experimental Intelligence (creative)
2. Aptitude and Ability
- requires imagination and combining
Aptitude things in novel ways.
- person’s capacity to learn/acquire skills.
▪ Contextual Intelligence (practical)
Ability - adapting, selecting, and shaping our real-
world environment.
- individual’s capacity to perform various - incorporates common sense, wisdom,
tasks in a job. and street smarts.

a. intellectual/mental ability C. Multiple Intelligence Theory

- capacity to do mental activities • Linguistic
(thinking, reasoning, and problem • Logical/Mathematical
solving)
• Musical
b. physical ability
• Spatial
- capacity to do tasks demanding
• Bodily-Kinesthetic
stamina, dexterity, strength, and
• Intrapersonal
similar characteristics.
• Interpersonal
• Naturalist

3. Personality
- ways in which individual reacts and
interacts w/others.
a. physical characteristics
b. mental characteristics
Determinants of Personality Consequences Arising Out of Individual Differences

▪ Hereditary Factors 1. Differences in productivity

- factors determined at conception. 2. Differences in quality of their work
▪ Environmental Factors 3. Difference in how people react to empowerment.
- exert pressures of an individual’s 4. Difference in how people react to any style of
personality. leadership.
5. Difference in terms of need for contact w/other
Kinds of Environmental Factors
people.
1. Cultural Factors 6. Difference in terms of commitment to the
- norms, attitudes, and values passed organization.
along from generations over time. 7. Difference in terms of level self-esteem.
2. Social Factors Emotional Intelligence/Quotient
- those who reflect family life, religion
and many kinds of formal groups the - introduced by Daniel Goleman.
individual participates in life. - ability to accurately perceive, evaluate, express,
3. Situational Factors and regulate emotions and feelings.
- indicates that individual will behave
differently in different situations. Five Components of EQ

1. Self-regulation
Kinds of Personality Factors and Traits
- ability to calm down anxiety, control
1. Emotional stability impulsiveness, and react appropriately to
- calm, self-confident, and secure. anger.
- high degree of emotional stability 2. Motivation
expected to withstand stress. - passion to work for reasons that go
2. Extraversion beyond money or status.
- sociable, gregarious, and assertive. 3. Empathy
3. Openness to experience - ability to respond to the unspoken feelings
- imaginative, cultured, curious, original, of others.
broad-minded, intelligent, and artistically 4. Self-awareness
sensitive. - awareness of own personality or
4. Agreeableness individuality.
- refers to the person’s interpersonal 5. Social skills
orientation. - proficiency to manage relationships and
- cooperative, warm, and trusting. building networks.
5. Conscientiousness
Physical Ability
- person’s reliability.
6. Self-monitoring behavior 1. Sense of sight
- ability to adjust their behavior to external, 2. Sense of hearing
situational, or environmental factors. 3. Sense of taste
7. Risk taking and thrill seeking. 4. Sense of smell
- willingness to take risk and pursue thrills 5. Sense of touch
that sometimes are required in workplace.
8. Optimism
- tendency to experience positive emotional
states, and to typically believes in positive
outcomes will be forthcoming from
activities.
Chapter3: Learning, Perception, and
Attribution.
Learning
- relatively permanent change in behavior or
knowledge due to experience.

III. Perception
- process by which people select, organize,
interpret, retrieve, and respond to
information from their environment.
The Process of Perception

Theories of Learning
Sel ect ,
I. Classical conditioning The Orga nize
Information Interpret, People
- a stimulus acquires the capacity to evoke a Environment Retri eve,
Res pond
response that was originally evoked by
another stimulus.

Factors Influencing Perception

1. The Perceiver
- one who perceives the target.
- could be influenced by past
experiences, needs or motives,
personality, values, and attitudes.
2. The Target
- person, object, or event perceived
by another.
II. Operant conditioning 3. The Situation
- people learn to repeat behaviors that bring - time, work setting and social
pleasurable outcomes and avoid behaviors setting.
that lead to uncomfortable outcomes. IV. Social Learning
- process of observing behaviors of
others, recognizing its
consequences, and altering behavior
as a result.

How Social Learning is Achieved?

1. observing what happens to other people.

2. being told about something
3. through direct experience
 2. Halo effect
- when one attribute of a person or situation
is used to develop an overall impression of
the person or situation.
3. Contrast effects
- evaluations of a person’s characteristics
affected by comparisons w/other people
recently encountered who rank
higher/lower on the same characteristics.
4. Projection
- attributing one’s own thoughts, feelings,
or motives to another.
- likely to occur in the interpretation stage
of perception.
V. Attribution Theory 5. Stereotyping
- process by which people ascribe causes - judging someone based on one’s
to behavior they perceive. perception of the group to which that
person belongs.
Common Attribution Errors

I. The fundamental attribution errors. Chapter4: Values, Attitudes, and Job

- tendency to underestimate the Satisfaction
influence of external factors and
overestimate the influence of
internal/personal factors in the
behavior of others.
II. The self-serving bias
- people tend to attribute their
achievements to their good inner
qualities, whereas they attribute
their failures to adverse factors
Values
within the environment.
- the importance a person attaches to things/ideas
Factors that Influence Attribution
that serves as guide to action.
1. Distinctiveness - enduring beliefs that one’s mode of conduct is
- consideration given to how consistent a better than the opposite.
person’s behavior across different How People Learn Values
situations.
2. Consensus 1. Modeling
- likelihood that all those facing the same - parents, teachers, friends, etc. are models
situation will have similar responses. to a person who would exhibit good
3. Consistency behavior in the workplace.
- measurement whether an individual 2. Communication of attitudes
responds the same way across time. - actions are influenced of what they
sees/hears from other people.
Shortcuts Used in Forming Impressions of Others
3. Unstated but implied attitudes
1. Selective perception - values that are affected by attitudes that
- when a person selectively interprets what are not stated but actioned.
they see based on interests, background, 4. Religion
experience, and attitudes. - values learned through religion.
 b. Negative Affectivity
- personal characteristic of employees that
Value Incongruence
inclines them to be predisposed to be
- organizations value that may/not be compatible dissatisfied at work.
with individual workers’.
a. Organizational values ≅ Individual’s How Attitudes are Formed
values = Positive Feelings
b. Organizational values ≠ Individual’s - through learning
values = Conflicts
Two methods that influence attitude formation.
Classification of Values
1. Direct experience
1. Espoused values - information stored in the human mind.
- are what members of the organization say 2. Indirect experience
they value. - result of social interactions w/family,
2. Enacted Values peers, religious organizations, and culture.
- reflected in the actual behavior of the
Most Important Attitudes in the Workplace
individual members of the organization.
3. Terminal Values ▪ Job Satisfaction
- goals that a person would like to achieve - the attitude people have about their jobs.
in their lifetime. ▪ Job Involvement
- ex: happiness, love, self-respect, freedom - person identifies w/ the job, actively
4. Instrumental Values participates, and considers performance
- preferable modes of behavior or means of important to self-worth.
achieving the terminal values. ▪ Organizational Commitment
- ex: ambition, honesty, self-sufficiency, - employee identifies w/a particular
and courageousness. organization and its goals and maintains
membership in the organization.
Attitudes
Effects of Employee Attitudes
- reflect how one feels about something.
- feelings and beliefs that determine how a. Positive job attitudes
employees will perceive their environment, - indicate job satisfaction are useful in predicting
commit to intended actions, and behave. constructive behaviors.
b. Negative job attitudes
Components of Attitudes
- job dissatisfaction, lack of job involvement, low
1. Cognitive commitment to the organization.
- opinion or belief - engagement in any of the ff:
2. Affective ➢ psychological withdrawal
- emotional or feeling (daydreaming on the job)
3. Behavioral ➢ physical withdrawal (unauthorized
- intention to behave in a certain way absences, early departures, extended
toward someone/something. breaks, or work slowdowns)
➢ aggression (verbal abuse or dangerous
Differences in Personal Disposition action against another employee.)
- positively/negatively affective attitudes. Making Positive Attitudes Work Organization

a. Positive Affectivity ▪ Requirement officers must require positive work

- personal characteristic of employees that attitudes before employment offers are made.
inclines them to be predisposed to be ▪ employees w/negative attitudes must participate
satisfied at work. in programs designated to change negative work.
▪ reward system for individual/team performance.
Benefits of Job Satisfaction

1. High productivity
2. A stronger tendency to achieve customer loyalty.
3. Loyalty to the company
4. Low absenteeism and turnover
5. Less job stress and burnout
6. Better safety performance
7. Better life satisfaction
Factors Associated with Job Satisfaction

▪ Salary
▪ Work itself.
▪ Promotion opportunity
▪ Quality of supervision
▪ Relationship w/ co-workers
▪ Working conditions
▪ Job security

Ways of Measuring Job Satisfaction

▪ Single global rating

- individuals are asked to respond to a
single question.
▪ Summation score method
- individuals indicate their feelings
regarding each key factors of their job.

Categories of Organizational Commitment

▪ Affective commitment
- employee’s emotional attachment to the
organization and belief in its values.
▪ Continuance commitment
- employee’s tendency to remain in an
organization, they cannot afford to leave.
▪ Normative commitment
- obligation to remain w/ the company for
moral or ethical reason.