HUMAN BEHAVIOR IN ORGANIZATION

1st LECTURE
What is Human Behavior?

 It is any act of an individual person which reflects his thoughts, feelings emotions, sentiments,
whether conscious or not. It mirrors his needs, values, motivation, aspirations, conflict and stale
of life.
 Behavior consists of all human activities.
 It is also defined as the collection of behaviors exhibited by human beings and influenced by
culture, attitudes, emotions, values, ethics, authority, rapport, hypnosis, persuasion,
coercion, and/or genetics.
What is Organizational Behavior?

 It is the study of human behavior in the workplace.

 The interaction between people and the organization with the intent to understand and predict
human behavior.
 The understanding of individual, group and organizational behavior is critical to success as a
leader or a follower, and it requires a systematic study to even begin to grasp all of the variables
that impact behavior.
What are the factors affecting Human Behavior Attitude?

What are the factors affecting Human Behavior Attitude?

a. Cognitive component of attitude – it is the opinion or belief segment of attitude.
b. Affective component of attitude – refers to the emotional or feeling segment of attitude.
c. Behavioral component of attitude – is the intention to behave in a certain way toward someone
or something.
Types of Attitudes (Robbins)
a. Job satisfaction – refers to an individual’s general attitude towards his or her job.
b. Job involvement – it is the degree to which a person identifies with his job, actively participate
in it end considers his performance important to self-worth.
c. Organizational commitment – it is the degree to which an employee identifies with a particular
organization and its goals and wishes to maintain membership in the organizations.
What is Cognitive Dissonance?

 Cognitive dissonance is an incompatibility or conflict between behavior and an attitude or

between two different attitudes.
 When people experience dissonance, they often use one of four approaches to cope with it.

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Attitude Change

 Attitudes are not as stable as personality attributes.

 Attitudes can also change when the object of the attitude becomes less important or less
relevant to the person.
 Deeply rooted attitudes that have a long history are, of course, resistant to change.
Values and Emotions

 Values and emotions are also important elements of individual behavior in organizations.
 Values are ways of behaving or end-states that are desirable to a person or to a group.
 Values can be conscious or unconscious.
Types of Values
1. Terminal and Instrumental Values - Terminal values reflect our long-term life goals and may
include prosperity, happiness, a secure family, and a sense of accomplishment. Instrumental values
are our preferred means of achieving our terminal values or our preferred ways of behaving.
2. Intrinsic and Extrinsic Work Values - Intrinsic work values relate to the work itself. Extrinsic
work values are related to the outcomes of doing work.
Conflicts among Values

 Intrapersonal value conflict between the instrumental value of ambition and the terminal value of
happiness.
 Interpersonal value conflicts occur when two different people hold conflicting values.
 Interpersonal value conflicts are often the cause of personality clashes and other disagreements.
How values differ around the world?

 Global differences in values can also lead to different managerial behaviors.

 Values are influenced by culture.
 Survival values emphasize economic and physical security. Self-expression values emphasize
subjective well-being, self-expression, and quality of life, giving high priority to environmental
protection, diversity tolerance, and participation in decision making.
The Role of Emotions in Behavior

 We all experience emotions at work. Our behaviors are not guided solely by conscious, rational
thought.
 Emotions are intense, short-term physiological, behavioral, and psychological reactions to a
specific object, person, or event that prepare us to respond to it.

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Affect and Mood

 Although the cause of emotions tends to be obvious, the cause of mood tends to be more
unfocused and diffused. Moods are short-term emotional states that are not directed toward
anything in particular.
 Affectivity represents our tendency to experience a particular mood or to react to things with certain
emotions.
Types of Affectivity

 Two types of affectivity: positive and negative. Individuals with a high positive affectivity
experience tend to experience more positive emotions including cheerfulness or enthusiasm.
 Individuals higher in negative affectivity tend to experience more negative emotions, such as
irritation or nervousness.
Mood and Emotions Diagram

Personality

 Personality is the sum total of ways in which an individual reacts to and interacts with others.
 It is often described in terms of measurable traits that a person exhibits.
 It is the relatively stable set of psychological attributes that distinguish one person from another.
Determinants of Personality

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The "Big Five" Framework

 Psychologists have identified literally thousands of personality traits and dimensions that
differentiate one person from another.
 Agreeableness refers to a person's ability to get along with others.
 Agreeableness causes some people to be gentle, cooperative, forgiving, under-standing, and good-
natured in their dealings with others.

Conscientiousness

 It refers to the extent to which a person can be counted on to get things done.
 Some people, for example, are organized, detail oriented, responsible, dependable, and plan
carefully to meet deadlines.
 Less-conscientious people may be prone to missing deadlines, overlooking various tasks, being
unorganized, and being generally less dependable.
Extraversion

 It reflects a person's comfort level with relationships.

 Extroverts are sociable, talkative, assertive, and open to establishing new relationships.
 Introverts are much less sociable, talkative, and assertive and more reluctant to begin new
relationships.
Openness

 It reflects a person's rigidity of beliefs and range of interests. People with high levels of
openness are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in
response to new information.
 They also tend to have broad interests and to be curious, imaginative, and creative.
 People with low levels of openness tend to be less receptive to new ideas and less willing to change
their minds.

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2nd LECTURE
What is Ethics?

 Aims to define what is right from wrong; to delineate that which is right from that which is wrong.
 Derives from the work “ethos” to mean a characteristic way of doing things, or a body of
customs.
 Also a study of human customs or ways of doing things; customs assumed to be following the
absolute virtue of what is good (morality).
 Science of the morality of human acts; a systematic body of knowledge meant to guide men in their
pursuit of the good and happy life.
What is Organizational Behavior?

 OB is the study of human behavior in organizational settings, of the interface between human
behavior and the organization and of the organization itself.
 Although we can focus on any one of these three areas, we must also remember that all three are
ultimately necessary for a comprehensive understanding of organizational behavior.
Organizational Behavior

How OB impacts personal success?

 The core of OB is being effective at work.

 Understanding how people behave in organizations and why they do what they do is critical to
working effectively with and managing others.
 OB gives everyone the knowledge and tools they need to be effective at any organizational level.
 OB is an important topic for anyone who works or who will eventually work in an organization, which
is the case for most people.
How OB impacts organizational success?

 Organizations as a whole also benefit when managers understand OB.

 Imagine the difference between a companies with motivated, engaged employees with clear goals
aligned with h the business strategy and one with unhappy employees, a lot of conflict, weak
leadership, and a lack of direction.
 Effectively implementing OB concepts and models is what creates effective and successful
companies.
Concept of Organizational System and Human Behavior

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Individual Differences

 Every individual in the world is different from others.

 Each person is different from all others, probably in a million ways, just as each’s DNA profile is
different.
 The idea of the individual difference comes originally from psychology.
 From the day of birth, each person is unique, and personal experiences after birth tend to make
people even more different.
Perception

 Peoples’ perceptions are also different when they see an object.

 Two people can differently present the same object, and this is occurring for their experiences.
 A person always organizes and interprets what he sees according to his lifetime of experience and
accumulated value.
 Employees also see work differently for differ in their personalities, needs, demographics factors,
past experiences, and social surroundings.
A Whole Person

 An employee’s personal life is not detached from his working life.

 As an example, a woman who attend the office at 9:00 AM is always anxious for her children’s
school time (if her kids can participate in the school or not).
 As a result, its impact falls on her concentration that means her working life.
 For this reason, we cannot separate it. So the manager should treat an employee as a whole
person.
Motivated Behavior

 An employee has so many needs inside him.

 Some motivations are necessary to enrich the quality of work.
 A path toward increased need fulfillment is the better way to enhance the quality of work.
Desire for Involvement

 Employees are actively seeking opportunities to work to involve in decision-making

problems.
 They are hungry for the chance to share what they know and to learn from the experience.
 The organization should provide them a chance to express their opinions, ideas, and suggestions
for the decision-making problem.
 A meaningful involvement can bring mutual benefit to both parties.
Value of the Person

 An employee wants to be treated separately from another factor of production, (land, capital,
labor).
 They refuse to accept the old idea that they are just treated as economic tools because they are the
best creation of God.
 They wanted to be treated with carrying respect, dignity and other things from their employers and
society.
Human Dignity

 This concept is very philosophical because every person needs to be treated with dignity and
respect, whether it’s the CEO of the company or ordinary employee.

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 It confirms that people are to be treated differently from other factors of production because they are
of a higher order in the universe.
 It recognizes human dignity because people are of a higher order; they want to be treated with
respect and dignity and should be treated this way.
Organizations are Social System

 From sociology, we learn that organizations are social systems; consequently, activities therein are
governed by social laws as well as psychological laws.
 Just as people have psychological needs, they also have social roles and status.
 Their behavior is influenced by their group as well as by their drives.
 2 types of social systems; one is a formal system, and the other is the informal social system.
Mutuality of Interest

 Mutual interest is represented by the statement that organizations need people and people also
need organizations.
 Organizations have a human purpose. They are formed and maintained by some mutuality of
interest among their participants.
 People see organizations as a means to help them reach their goals, while at the same time,
organizations need people to help achieve organizational objectives. If mutuality is lacking, it makes
no sense to try to assemble a group and develop cooperation, because there is no common base
on which to build.
 Mutual interest provides a super-ordinate goal that unites the variety of needs that people bring to
organizations. The result is that people are encouraged to attack organizational problems rather
than each other.
Holistic Concept

 When the fundamental concepts of OB are placed together, a holistic concept emerges.
 This concept interprets people-organization relationships regarding the whole person, the
whole group, whole organization, and the whole social system.
 It takes across the board view of people in organizations to understand as many as possible of the
factors that influence their behavior.
 Issues are analyzed in terms of the total situation affecting them rather than in terms of an isolated
event or problems.
Organization and Social System

 Organizations as social systems are comprised of a collection of people, organized into

structured grouping and managed to meet a need or pursue collective goals.
 Organizations are social systems in that each organization is made up of people, and has a defined
purpose that is subscribed by the individual that comprise the organization.
Social Systems Components/Elements

1. Actors 6. Sentiments
2. Interactions 7. Status
3. Purpose 8. Role
4. Ideals and Norms 9. Power
5. Knowledge and Faith 10. Sanction
Models of Organizational Behavior

 Organizational behavior reflects the behavior of the people and management all together, it is
considered as field study not just a discipline.

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 A discipline is an accepted science that is based upon theoretical foundation, whereas OB is an

inter-disciplinary approach where knowledge from different disciplines like psychology, sociology,
anthropology, etc. are included.
 It is used to solve organizational problems, especially those related to human beings.
Autocratic Model

 The root level of this model is power with a managerial orientation of authority. The employees
in this model are oriented towards obedience and discipline. They are dependent on their boss. The
employee requirement that is met is subsistence. The performance result is less.
 The major drawbacks of this model are people are easily frustrated, insecurity, dependency on the
superiors, minimum performance because of minimum wage.
Custodial Model

 The root level of this model is economic resources with a managerial orientation of money. The
employees in this model are oriented towards security and benefits provided to them. They are
dependent on the organization. The employee requirement that is met is security.
 This model is adapted by firms having high resources as the name suggest. It is dependent on
economic resources. This approach directs to depend on firm rather than on manager or boss. They
give passive cooperation as they are satisfied but not strongly encouraged.
Supportive Model

 The root level of this model is leadership with a managerial orientation of support. The
employees in this model are oriented towards their job performance and participation. The
employee requirement that is met is status and recognition. The performance result is awakened
drives.
 This model is dependent on leadership strive. It gives a climate to help employees grow and
accomplish the job in the interest of the organization. Management job is to assist the employee’s
job performance. Employees feel a sense of participation.
Collegial Model

 The root level of this model is partnership with a managerial orientation of teamwork. The
employees in this model are oriented towards responsible behavior and self-discipline. The
employee requirement that is met by self-actualization. The performance result is moderate zeal.
 This is an extension of supportive model. The team work approach is adapted for this model. Self-
discipline is maintained. Workers feel an obligation to uphold quality standard for the better image of
the company. A sense of “accept” and “respect” is seen.
Basic approaches of Organizational Behavior
1. Human Resources Approach - This approach recognizes the fact that people are the central
resource in any organization and that they should be developed towards higher levels of
competency, creativity, and fulfillment.
2. Contingency Approach - The contingency approach (sometimes called the situational
approach) is based on the premise that methods or behaviors which work effectively in one
situation fail in another.
3. Productivity Approach - Productivity which is the ratio of output to input is a measure of an
organization’s effectiveness. It also reveals the manager’s efficiency in optimizing resource
utilization. The higher the numerical value of this ratio, the greater the efficiency. Productivity is
generally measured in terms of economic inputs and outputs, but human and social inputs and
outputs also are important.
4. Systems Approach - The Systems Approach to OB views the organization as a united,
purposeful system composed of interrelated parts. This approach gives managers a way of
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looking at the organization as a whole, whole, person, whole group, and the whole social system in
so doing, the systems approach tells us that the activity of any segment of an organization affects,
in varying degrees the activity of every other segment. A systems view should be the concern of
every person in an organization.
5. Inter-Disciplinary Approach - Organizational behavior is an integration of all other social
sciences and disciplines such as psychology, sociology, organizational theories etc. They all
are interdependent and influence each other.