GIOVANNI T. MACAHIG, DM-HRM

FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR

The Dynamics of people and organizations

A primary goal of management education is to develop students into managers who can think ahead, exercise good judgment, make

ethical decisions, and take into consideration the implications of their

proposed actions – Jane Schmidt-Wilk

Premises

  Organizations are complex systems.

Need to understand how the system operates esp. in a sociotechnical system – humanity and technology.

Human behavior in organizations is sometimes unpredictable Behaviors may come from deep-seated needs, lifetime experiences and personal

value systems Human behavior in a organization can be partially understood

Applying the frameworks of behavioral science, management and other disciplines.

There are no perfect solutions to organizational problems Increase the understanding and skills – work relationships can substantially

upgraded We do not have the luxury of not working with or relate to

other people. Learn human behavior. Explore how to improve he interpersonal skills Begin to mange ones relationships with others at work.

Understanding human behavior

DefinitionOB

systematic study and careful application of knowledge about how people – as individuals and as groups – act within organizations.

Strive to identify ways in which people can act more efficiently

A large number of research studies and conceptual developments constantly adds up to its knowledge base.

An applied science Provides useful set of tools at many levels of analysis from

individual, interpersonal relations, intergroup,and whole system

Describe how people behave under a variety of conditions.

Understand Why people behave behave as they do. Probe for underlying explanations

Predict Predict future employee behavior (tardiness, productive &

unproductive etc.) Provide preventive actions

Control At least partially and develop some human activity at work.

Managers need to remember that organizational behavior is a tool for human benefit

Goals of OB

Key forces – complex set of forces affects the nature of organizations

Key Forces

• People Make up the internal social system of an organization Melting pot of diversity – talents, background and perspectives to

their jobs Managers need to be tuned in to these diverse patterns and trends.

Changes in the labor force• Decline in work ethic and rise in emphasis on leisure, self expression,

fulfillment and personal growth• Decreased automatic acceptance of authority and increase in the desire

for participation, autonomy and control.• Skills become obsolete due to rapid technological advances – retrain or

be displaced• Security needs are prime concern and loyalty diminishes because of

downsizing and outsourcing• Absence of meaningful salary growth has placed renewed emphasis on

money as a motivator Companies address diversity by becoming compassionate and caring,

building pride without de-valuing others, empowering some without exploiting, demonstrating openness, confidence, authentic compassion and vulnerability.

• Structure Defines the formal relationship and use of people in organizations. Effective coordination of work Create complex problems of cooperation, negotiation and decision making

• Technology Provides he resources with which people work and affects the tasks they

perform Benefit of technology – does more and better work however it restricts people

in various ways OB’s challenge is to maintain the delicate balance between technical and

social systems.• Environment

Internal or external Organizations are part of a larger system and factors influence them like:

Citizens expect organizations to be socially responsible New products and competition for customers come from around the globe

(globalization) The direct impact of unions diminishes Dramatic pace of change in society.

The external environment influences the attitudes of people, affects working conditions, and provides competitions for resources and power.

Positive Characteristics of OB

• Interdisciplinary in nature – integrates behavioral sciences, social sciences and other disciplines

• Emerging knowledge, theories, models and conceptual frameworks.

• Increasing acceptance of theory and research by practicing managers. Willingness of managers to explore new ideas More receptive to new models Support related research Hungrily experiment with new ideas

Contributing Disciplines to the OB Field

PsychologySociologySocial PsychologyAnthropologyPolitical Science

Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d)

Contributing Disciplines to the OB Field (cont’d)

Fundamental Concepts of OB

Nature of people Individual differences

Nature vs.nurture Perception

The unique way in which each person sees, organizes and interprets things. Selective perception cause misinterpretation

A whole person We employ the whole person not just their brains or skills Ergonomics is the science of fitting workplace conditions and job demands

to the capabilities of the working population Motivated behavior

A path towards increased need fulfillment is a better approach Desire for involvement

Hunger for a change to chare what they know and to learn from the experience.

Organizations need to provide opportunities for meaningful involvement – employee empowerment

Value of the person Worth before the word meal before the message they want to be treated differently from other factors of production

Nature of organization Social systems

or social structure in general refer to entities or groups in definite relation to each other, to relatively enduring patterns of behavior and relationship within social systems, or to social institutions and norms becoming embedded into social systems in such a way that they shape the behavior of actors within those social systems. Social systems can be said to be the patterns of behavior of a group of people possessing similar characteristics due to their existence in same society.

Formal and informal social systems The idea of a social system provides a framework for analyzing

organizational behavior issues. It helps make OB problems understandable and manageable

Mutual interest Symbiotic relationship between organizations and people Provides a superordinate goal – one that can attained only through the

integral effort of individuals and their employers. Ethics

Treatment of employees in an ethical fashion Establish code of ethics, publicized statements of wthical values, provide

ethics trainings, reward employees for notable ethical behaviors, set up internal procedure to handle misconduct.

Models of Organizational Behavior

Model of OB

Social Systems and Organizational Culture

A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it.

Culture is the conventional behavior of an organization that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it gives them stability, security, understanding, and the ability to respond to a given situation. This is why people fear change. They fear the system will become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations.

HOW AN ORGANIZATION's CULTURE CAN BE KNOWN ?

Organization culture can be a set of key values , assumptions,understandings and norms that is shared by members of anorganization.

Organization values are fundamental beliefs that an organizationconsiders to be important , that are relatively stable over time,and they have an impact on employees behaviors and attitudes.

Organization Norms are shared standards that define what behaviors are acceptable and desirable within organization.

Shared assumptions are about how things are donein an organization.

Understandings are coping with internal / external problemsuniformly.

LEVELS OF ORGANIZATION CULTURE

LEVEL 1---VISIBLE, that can be seen at the surface level-dress codes-office layout [ open office]-symbols-slogans-ceremonies[ monthly / annual awards/long service/birthdays etc.etc

LEVEL 2- INVISIBLE , that can be cannot be seen but only felt.-stories about people performance-symbols [ flag, trademark, logos, etc]-corporate mission statements-recruitment/selection [ methods used]-fairness in treatment-social equality-risk taking in business deals-formality in approach-discipline-autonomy for departments-responsiveness to communication -empowerment of staff.

http://www.citehr.com/8284-organization-development-vs-organization-behaviour.html#ixzz2WgoCzFf7

Approaches to OB

Human Resources (Supportive) – Employee growth and development are encouraged and supported.

Contingency – Different managerial behaviors are required by different environments for effectiveness.

Results-oriented – outcomes of organizational behavior programs are assessed in terms of their efficiency.

Systems – all parts of an organization interact in a complex relationship.

Limitations of OB

People who lack system understanding and become superficially infatuated with OB may develop Behavioral bias – narrow viewpoint that emphasized satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics.

The law of diminishing return – he tendency for a continuing application of effort or skill toward

a particular project or goal to decline in effectiveness after a certain level of result has been achieved.

Overemphasis on as valid organizational behavior practice may produce negative results

At some point increase of a desirable practice produce declining returns, eventually negative returns

Unethical manipulation of people Knowledge and techniques can be used to manipulate

people unethically People who lack ethical values could use people in

unethical ways. The philosophy of OB is supportive and oriented

toward human resources. Seeks to improve human environment and help people grow toward their potential.

Ethical leadership principles such as: social responsibility, open communication, cost-benefit analysis.

Continuing Challenges

Seeking Quick Fixes Are we tempted when pressured to seed rapid

solutions?Varying Environments

Can the ideas that have been developed and tested endure with equal success under new conditions?

Definition Confusion Considered as relatively new discipline, can OB in

clearly define its field of student and application?

The organization is above all social. It is people.”

Peter Drucker