PAMANTASAN NG LUNGSOD NG MAYNILA
(University of the City of Manila)
Intramuros, Manila
COLLEGE OF MANAGEMENT AND ENTREPRENEUR
COURSE
COURSE TITLE
COURSE NO.
PRE-REQUISITE
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BPA
HUMAN BEHAVIOR IN ORGANIZATION
BMG 165
Foundations of Public Administration
JANET JIAO GONZALES OPERARIO, MGM
Bureau of Fire
Nov. 23, 30 and December 7, 2008
I. COURSE DESCRIPTION
The behavior of individuals in organization – their motivations, aspirations, and expectations.
This course covers leadership styles as they relate to organizational productivity. The relationship of
organizational goals and the goals of groups, work teams and individuals.
II. OBJECTIVES
A. General Objectives
1. To be able to explain the basic concepts of organizational behavior and its effect on job
performance in an organization.
2. To be able to discuss the process of motivation and its relationship with behavior
modification and reinforcement.
B. Specific Objectives
1. To be able to critically analyze concepts of leadership, its nature and impact in
organizations.
2. To be able to describe how an organizational culture is created and maintained or
changed.
III. METHODOLOGY
The lecture-discussion, workshop and case study methods shall be used
in the course. Students are therefore expected to read given assignments ahead
of time to enable them to participate actively in class discussion.
IV. COURSE OUTLINE
A. Fundaments of Organizational Behaviour
B. Elements in OB
C. Fundamental Concepts
1. Nature of People
2. Approaches to OB
3. Development of OB
4. Organizational Culture
D. Managing Communications
E. Motivation and Rewards Systems
F. Leadership
G. Participation
H. Managing Change
I. Organizational Development
J. Behaviour in the Organization
K. Case Study
V. COURSE REQUIREMENTS
1.
2.
3.
4.
Complete Attendance
Reflection Paper
Active Participation
Case study
VI. REFERENCES
1. Baron, Robert A. and Jerald Greenberg. Behaviour in Organizations: Understanding
and Managing the Human Side of Work, 3rd ed. Boston: Allyn and Bacon, 1990.
2. Beer, Michael. Lead to Succeed. Manila: National Bookstore, Inc. 1990
3. Davis, Keith and John M. Newstrom, Human Behaviour at Work, 8th ed. New York:
McGraw Hil Book Co., 1989.
4. Gibson, James L. Organizations: Behaviour, Structure, Processes, 7th ed Homewood,
Illinois: Irwin, 1991.
5. Leveriza, Jose P. Human Behavior in Organizations: A Multi-disciplinary Approach:
Manila: National Bookstore, Inc. 1993.
6. Martinez, Concepcion Rodil, Human Behaviour in Organizations. Manila: National
Bookstore, Inc. 1992.
7. Sison, Perfecto, Personnel Management
any other reference relevant to the topics, published not earlier 1989.
What It Takes To Enter the
Government Service?
BEHAVIOR
> a composition of all human activities.
> A reflection of THOUGHTS, FEELINGS, EMOTIONS, SENTIMENTS whether
conscious or not.
> a mirror of man’s NEEDS, VALUES, MOTIVATION, ASPIRATIONS, CONFLICTS and
STATE OF LIFE.
VALUES
> are the accepted principles or standards of an individual, group or institution.
> The word values root from the old French word, valoir which means “to be worth”
and from Latin valere, “to be powerful.”
WHY STUDY HUMAN BEHAVIOR?
> To anticipate behavior, consequently influence individuals to think,
feel and act accordingly.
> To understand the actions of people necessary to the efforts of the organization
to achieve its goals with a more productive working (non-working, as well)
relationships (an improved work performance towards a higher level of productivity).
> To have guidelines in the formulation of rules, policies, laws, and the like that are
appropriate and most useful to the organizations and members. (policy-making)
> To resolve conflicts. (industrial peace)
> To determine people’s desires and wants which influence the DEMAND (hence,
selective buying), likewise, the thrust of innovations in technology and science
> To increase productivity through improved performance.
methods – system done by
people
machines – runs by people
materials – used by people
money – spent by people
manpower – acted by people
FUNDAMENTALS OF OB
A. WORKING WITH PEOPLE
ORGANIZATIONAL BEHAVIOR
The study and application of knowledge of how people – as an individuals
or as groups, act within an organization.
It strives to identify ways in which people can act more effectively.
1. PRIMARY GOALS OF OB
> DESCRIBE – how people behave under a variety of conditions
> UNDERSTAMD – why people behave as they do
> PREDICT – which employees might be dedicated and productive or
which might be absent, today, or disruptive on a certain day.
> CONTROL AND DEVELOP – some human activity at work
2.
ELEMENTS OF OB
* PEOPLE - make up the internal social system of the organization. They are
living, with thinking, feeling beings who work in the organization
to achieve their objectives.
* STRUCTURE – defines the formal relationship of people in the organization.
Different jobs are required to accomplish all of an organization
activities. The people have to be related in some structural
ways so that their work can be effectively coordinated.
* TECHNOLOGY- provides the resources with which people work and affects
the tasks that they perform. Allows people to do more and
better work. Has costs and benefits.
* ENVIRONMENT- all organization operate within an internal and external
environment. Part of a larger system that contains many
other elements such as government, family and other
organizations. It influences the attitudes of people, affects
working conditions and provides competition for resources
and power.
KEY ELEMENTS IN ORGANIZATION BEHAVIOR
* People join together in an organization to accomplish an
objective, some kind of structure is required.
* People use technology to help get the job done, so there
is an interaction.
* These elements are influenced by external environment
and they influenced it.
FUNDAMENTAL CONCEPTS
A. NATURE OF PEOPLE
* Individual Differences – management can get the greatest motivation among employees by
treating them differently. It requires that a managers approach to employees be individual
and not statistical.
* Perception – a unique way in which each person sees, organizes and interprets things, employees
see their work world differently because they may differ in their personalities, needs,
demographic factors and past experiences.
* A Whole Person- people function as total human beings. Organization employ whole person
rather than certain characteristics.
* Motivated Behavior – motivation is essential to the operation of organizations. No matter how
much technology and equipment an organization has, these things cannot
be put to use until they are released and guided by people who have been
motivated.
* Desire for Involvement – (self efficacy) the belief that one has the necessary capabilities to perform
a tasks, fulfill role expectations, make a meaningful contribution or meet a challenging
situation carefully. Employees share their talents and ideas. Organization need to
provide opportunities for meaningful involvement which will result in mutual benefit
for both parties.
*Value of the Person – people want to be treated with respect and dignity; they want to be valued for
their skills and abilities and to be provided with opportunities to develop themselves.
B. BASIC APPROACHES TO OB
* HUMAN RESOURCES APPROACH – concerned with the growth and development of
people toward higher levels of competency; creativity and fulfillment because people are
the central resources in any organization. Supportive helps employees to become better
and more responsible persons.
* CONTINGENCY – different behaviors are required by different environments for
effectiveness. It encourage analysis of situation prior to action while at the same time
discouraging habitual practice based on universal assumption about people.
* PRODUCTIVITY APPROACH- OB programs are assessed in terms of their efficiency. It
measure how efficiently one produces whatever output is desired. Better productivity is
a valuable measure of how will resources are used in society.
> knowledge x skill = ABILITY
> Attitude x situation = MOTIVATION
> Ability x motivation = POTENTIAL HUMAN PERFORMANCE
> human performance x resources = ORGANIZATIONAL PRODUCTIVITY
* SYSTEM APPROACH – all parts of the organization interact in a complex relationship. It
interprets a people-organization relationships in terms of whole person, whole group,
whole organization and the whole social system.
C.
DEVELOPMENT OF OB
1. HISTORICAL DEVELOPMENT
*ROBERT OWEN– emphasize the human needs of employees
- taught his workers cleanliness and temperance
- improved their working conditions
Father of public administration
* ANDREW URE – recognized the mechanical and commercial parts of
manufacturing but added a human factor.
* FREDERICK TAYLOR – father of scientific management
- pointed out that just as there was a best machine for a job so were
there best ways for people to do their jobs.
* ELTON MAYO – concluded that an organization is a social system and the
worker is indeed the most important element in it.
Father of Human Relations
HUMAN RELATIONS is the interaction of people in a work situation which
enables them to work effectively and cooperatively with economic, social and
psychological satisfaction.
2.
CONCEPTUAL DEVELOPMENT
* Douglas McGregor –most management actions flow directly from whatever
theory of human behavior they hold.
- management personnel practices, decision making, operating practices and
even organizational design flow from assumptions about human behavior.
THEORY X
THEORY Y
Traditional assumptions about person
(dislikes work and will avoid it if possible)
------------------------------------------------------------Manager views the average man as basically lazy,
avoids work if possible; selfish and dishonest; cannot
be trusted or relied upon to carry on responsibility.
Implies more human and supportive approach to
managing people. (work is as natural as play or rest)
-----------------------------------------------------------Manager believes man is basically possessing selfdirection and self-control; can be trusted and relied
upon and in seeking responsibility and selffulfillment.
He exercise tight control of his men, driving to work
by threats of being penalized and
Acting in a bossy and autocratic manager.
He is permissive, supportive and encourages
independent mindedness, individual development
and expression allowing subordination to find
fulfillment in their work.
4.
ORGANIZATIONAL CULTURE (CHANGES)
- the set of assumptions, beliefs, values and norms that is shared among its
members in the organization.
SOCIAL CULTURE – beliefs customs knowledge and practices
behavior- affects decision making.
NEW CULTURE-(CULTURE SHOCK) – a feeling of confusion, insecurity and
anxiety caused by a strange new environment.
* social equilibrium – working balance-harmonious relationship.
* social disequilibrium – people working against one another
CHANGE
the process of learning new ideas and practices and a change in one part of a system in the
organization affects all other parts no matter how slight or how great its impact may be.
EFFECTS OF CHANGE
FUNCTIONAL EFFECT
Occurs when a change such as the
introduction of cross functional design teams
and it when it is favorable for the system
Ex. Introduction of computer in BIR
(increases productivity)
Employees can be creative, productive,
enthusiastic and actively seek to improve the
quality of their organizations service.
OVERCOME: to encourage functional
behaviors, the employees need to receive
clear expectations and promises of rewards,
and the organization needs to receive
commitment from them in exchange.
DYSFUNCTIONAL EFFECT
Occurs when an action or change creates an
unfavorable effects (decline productivity) for
the system.
Ex. Employees are tardy, absent frequently,
unwilling to use their talents, and resist to
organizational changes.
ROLE
* the pattern of actions expected of a person in activities involving others.
* reflects one’s person’s position in the social system with its accompanying
rights and obligations, power and responsibility.
* a person has roles both on the job and away from it. As role of worker,
family role of parent; social role of club president, etc.
* each role calls for different types of behavior.
Ex. Worker may have more role:
a
a
a
a
clerk in one unit;
subordinate to his supervisor;
member of the employees association; and
representative in a working committee.
ROLE PERCEPTION
* how they think they are supposed to act in their own roles and how
others should act in their roles.
Ex. When a manager and an employee interact, each one needs to understand
at least three role perceptions.
A manager and an employee has the following roles:
1. the role as required by the job being performed.
2. the role of the one being contracted .
3. the role as seen by the manager/employee.
MENTORS
a role model who guides another employee (protegee) by sharing valuable advice on
roles to play and behaviors to avoid.
(teach, advice, and sponsor their fellow employee so as to expedite their career
progress)
- usually older, successful themselves and respected by their peers and influential.
- willing to commit time and energy to help another person move up to the corporate
ladder (amasenso)
- often not the employees’ direct supervisor, can provide additional support to aid an
employee’s career progress.
STATUS
- social rank of a person in a group. It is a mark of recognition, honor and
acceptance given to a person.
SOURCES OF STATUS ON THE JOB
- working condition
- education
- abilities
- job skill
- pay/method of pay
- seniority
- job level
- occupation
- age
STATUS SYMBOL
- visible, external things that attach to a person or workplace and serve as
evidence of a social rank.
Ex. Type of wastebasket (distinction)
position of the desk compared to subordinate
a coat and tie (clothes people wear at work)
job title (dr, captain)
DIFFERENCES
DEVELOPMENT – continuous process
GROWTH – age, it ends, it stops
DOING RIGHT THING – EFFECTIVE
DOING THINGS RIGHT – EFFICIENT (MEANS OF DOING)
EFFICIENCY – MEANS OF DOING SOMETHING
EFFECTIVE – WITH ACHIEVING OBJECTIVE FOR A GOAL
human resource development – people
human resource management – includes everybody from the organization
generalist – knows less of what is more
specialist – knows more of what is less
COMMUNICATION
the transfer of information from one
person to another person.
 A way of reaching others by
transmitting ideas, facts, thoughts,
feelings and values.
 Involves at least two people (a sender
and a receiver)
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IMPORTANCE OF COMMUNICATION
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Organization cannot exist without communication.
Employees cannot know what their workers are
doing, if there is no communication.
Management cannot receive information inputs and
supervisors and team leaders cannot give
instructions.
Coordination of work is impossible and cooperation
also becomes impossible because people cannot
express their needs and feeling to others.
It helps accomplish all the basic management
functions – planning, organizing, leading and
controlling – so that organizations can achieve
their goals and meet their challenges.
Communication Barriers
PERSONAL - arise from human emotions, values, and poor
listening habits.
> PHYSICAL – occur in environment in which the communication
takes place
> SEMANTICS – the science of meaning as contrasted with phonetics,
the science of sounds.
>
COMMUNICATION SYMBOLS
> Words
> Pictures
> Action
STEPS OF COMMUNICATION
1. DEVELOP -an idea that the sender wishes to transmit
2. ENCODE – convert the idea into suitable words, symbols for
3. TRANSMIT- when finally developed, choose method to transmit
4. RECEIVE
5. DECODE - the message so that it can be understood
6. ACCEPT
7. USE- its for the receiver to use the information
8. PROVIDE FEEDBACK- acknowledges the message and responds to the sender,
feedback has occurred
FORMS
LATERAL
NETWORKS
OMBUDSPERSON
ELECTRONIC MAIL
TELECOMMUTING
ELEMENTS
SENDER
MESSAGE
CHANNEL
RECEIVER
MOTIVATION
Praise and Recognition
The word “motivation” is derived from the word “motivate”
which means to:
*
*
•
•
*
move, impel or induce to act to satisfy a need of want.
any consideration, idea or object prompting of exciting an
individual to act or move him to do what his leader wants
to be accomplished.
a willingness to exert effort to achieve a goal or object for
reward.
anything that is designed to make the individual or group of
individuals obtain or satisfy their needs.
MANAGEMENT TASK:
One of the most important tasks of management is how to arouse and
maintain the interest of its employees to work willingly and
enthusiastically to achieve its goals.
PERFORMANCE
(the product of ability and motivation)
P=A x M
THEORIES OF HUMAN MOTIVATION
1. NEED-HIERARCHY CONCEPT (A. MASLOW)
EFFECTS PF MOTIVATION
From the studies made by the researchers on motivation, the following effects of motivating
employees have been definitely established:
*
That employees who are sufficiently motivated, move and act to follow the direction
desired by management.
*
That the motivated employees achieve high output and produce good quality products and
services.
*
That employees who are properly motivated are more careful in the use and
care of machines and equipment, avoid or prevent accidents and minimize or prevent
losses or waste.
* That employees accept willingly the changes made by management provided
that the changes to be made have been previously explained to and understood by
them and proper training is provided to adjust them to the change.
*
That motivated employees willingly respond in times of emergencies or during rush
periods or occasions requiring special effort, overtime and the like.
*
That with motivated employees the problems of discipline are minimized.
When a man is sufficiently motivated, discipline will take care of itself.
TYPES OF MOTIVATION
POSITIVE
A human relations and leadership
approach whereby subordinates follow the
leader’s will because of some possible
gain, reward or satisfaction they expect to
get.
 Creates greater worker enthusiasm to
work with a higher level of morale and
with fewer complaints and less problems.
Ø Money
Ø Job security
Ø Praise and recognition
Ø Sense of belongingness
Ø Competition
Ø Delegation of authority &
Responsibility
Ø Employee participation
Ø Sincere interest in Subordinates
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NEGATIVE
Also
influences others to follow the
leader’s will, but not because of any
expected advantage but of fear of
punishment or the application of certain
sanctions such as losing some money,
recognition or even one’s job.
The supervisor may get more results in
terms of productivity while the workers are
being watched.
Ø
negative leaders may get
immediate response to his instructions
MASLOW’S HIERARCHY OF NEEDS
selffullm
ent
self
realization
Social need
Security/safety
Physiological needs
MOTIVATION HYGIENE CONCEPT
(Frederick Herzberg)
JOB SATISFACTION – a set of favorable or unfavorable feelings and emotions
with which employees view their work.
> he argues that JS and JD are separate dimensions
> emphasize achievement, as a critical factor for long run JS
STRONG DETERMINANTS OF JS
> achievement
> recognition
> work itself
> responsibility
> advancement
ACHIEVEMENT MOTIVATION
(D. McGregor)
> need for achievement
> based on the assumption that human needs are factors in motivating
people to perform organizational tasks.
THEORY X AND THEORY Y
MOTIVATIONAL APPROACH
(Rensis Likert)
based his motivational approach to mgt.
good supervisors are those whose groups achieved high productivity
and bad supervisors are those whose groups produced low output.
Maximum production results are based on the manager’s
understanding of the groups and individuals on whom supervisors
depend for results.
He suggest that mgt should organize work groups following those
criteria instead of using the traditional man to man pattern.
MOTIVATIONAL APPROACHES IN GOVT SERVICES
Recruitment and selection
reassignment
promotion
career and personnel devt
reduction in force
staff development plan
performance appraisal
leave incentive retirement
appointment
MOTIVATIONAL DRIVES
Achievement Motivation- a drive to overcome, accomplish objectives
and get ahead.
(wishes to achieve objectives and advance up the ladder of success)
Affiliation – a drive to relate to people on a social basis
(work better when they are complemented)
Competence Motivation- a drive to do high quality work and develop
one’s skills
(seek job mastery, take pride in developing)
Power Motivation – a drive to influence people and situation.
(seek power through legitimate means, rise to leadership positions
through successful performance)
MOTIVATORS
INTRINSIC – internal rewards
EXTRINSIC- external rewards
EMPLOYEE ATTITUDES
are the feelings and beliefs that largely determine how employees will
receive their environment, commit themselves to intend actions and
ultimately behave.
A mental set that affects how a person will view something else, such
as a window provides a framework for the view or out of a building
- the ability to influence others inside the organization
LEADERSHIP STYLES
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DIRECTIVE – the leader focuses on clear tasks assignments,
standards of successful performance and work schedules.
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SUPPORTIVE- the leader demonstrates concern for employees’
well-being and needs, while trying to create a pleasant work
environment.

ACHIEVEMENT-ORIENTED- the leader sets high expectations for
employees, communicates confidence in their ability to achieve
challenging goals, and enthusiastically models the desired
behavior.

PARTICIPATIVE- the leader invites employees to provide input
to decisions, and seriously seeks to use their suggestions as
final decisions are made.
LEADER’S TRAIT

TO BE A LEADER ONE MUST

TO BE A LEADER ONE SHOULD

Believe in and live out corporate
values
Be a risk taker
Develop and communicate a rallying
vision
Proven track record
A listener
Be an optimistic and have a sense of
humor
A catalyst for change
Earned the trust of the organization
good, strong subordinates for
succession
Be a strategic thinker

Have had different work experiences
Be able to deal with ambiguity
Be skilled
Understand and know how to deploy
technical
Be financially adept
Have a balanced healthy lifestyle
Contribute to the local community
Be active in at least one business
activity
Be active in at least non-business-non
local activity
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LEADERSHIP REQUIREMENTS
Courage
dependability
flexibility
integrity
judgment
respect for others
B. EMPOWERMENT AND PARTICIPATION
SELF EFFICACY - conviction among people that they can successfully perform their jobs
and make meaningful contribution.
EMPOWERMENT – process of identifying and removing conditions of powerlessness
while emphasizing feeling of self efficacy.
APPROACHES:
a. Helping employee achieve job mastery
b. providing successful role model
c. using social reinforcement and persuasion
d. Giving emotional support
when a managers use these approaches, employees begin believing that
thy are competent an valued, that their jobs have meaning and impact, and the
opportunities to use their talent.
PARTICIPATION
mental and emotional involvement of person in group situation that encourage them to
contribute to group goals and share responsibility for them.
UTILIZATION OF WORKFORCE
PRODUCTIVITY-IMPROVEMENT PRESSURES
EMPLOYEE DESIRES AND EXPECTATIONS
PREREQUISITES FOR PARTICIPATION
Adequate time to participate
potential benefits greater that costs
relevance to employee interests
adequate employee abilities to deal with the subject
mutual ability to communicate
no feeling of threat to either party
within the area of job freedom
PARTICIPATION
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PRE REQUISITES
Adequate time to participate
Potential benefits greater than costs
Relevance to employee interests
Adequate employee abilities to deal
with the subject
Mutual ability to communicate
No feeling of threat to either party
Within the area of job freedom

BENEFITS

Higher productivity
Better quality
Feel more accepted and
involvement
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CHANGE
is any alteration from the past to the present
reasons they resist to change
social interaction
it threatens their needs for security
status
self esteem
BENEFITS FROM RESISTANCE
ISSUES IN THE ORGANIZATION
Issues between organization and individuals
conformity- is a dependence on the norms of others without
independent thinking.
Rights of privacy refers to organizational invasion of person’s
private life and unauthorized release of confidential
information about a person in a way that would cause
emotional harm or suffering.
DISCIPLINE
“He should not do that again…”
Discipline means the mental and moral training and development of
character or the training that corrects and strengthens mental and moral
character. Discipline is also the manner in which a member of the
organization conforms to the established rules and regulations which
experience has shown to be desirable.
The two (2) goals of discipline are:
1.
2.
to improve performance; and
to improve morale
5.2.1 GUIDES TO DISCIPLINARY ACTION
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Disciplinary action should be taken in private.
An application of a penalty should always carry with it a constructive
element.
Disciplinary action should be applied by the immediate supervisor.
Promptness is important in the taking of disciplinary action.
Consistency in the administration of disciplinary action is highly essential.
An immediate supervisor should never be disciplined in the presence of
his own subordinate.
After the disciplinary action has been taken, the manager should attempt
to assume a normal attitude toward the employee.
Preventive discipline – is action taken to encourage employees to follow
standards and rules so that infractions do not occur. (encourage employees
self discipline)
Corrective discipline – is an action that follows infractions so that future acts
will be in compliance with standards.
WHISTLE BLOWING –disclosing alleged a misconduct to an internal or external
source.
CONFLICT – arises from disagreement over goals and the methods used to
accomplish these goals.
Intrapersonal conflict- occurs within an employee between individual or groups
and across organizations as they compete.
Interpersonal conflict protecting oneself image and self esteem from damage
by others. Occurs when two persons are incompatible and their personalities
clash.
Intergroup conflict – conflict between departments.
SOURCES OF CONFLICT
Organizational change- different views
personality clashes-individual differences
different sets of values-different sets of beliefs and value system
threats to status- social rank is threatened by another, people struggle
to maintain a desired image.
contrasting perception- people see or perceive differently as a result of
their prior experiences and expectations