Human
Behavior
In
Organization
Francisco M. Zulueta
Author
Dr. Ma. Luz Bacani-Dasmariñas
Instructor
Arellano University 2015
Acknowledgement
We, the students of Mgt. 2(Human Behavior in Organization), would like to
express our sincere gratitude for those people who help us and contribute to
finished this book.
First and foremost, we would like to thank our God for guiding us in our everyday
lives. Without your blessings, we will not have the power to do our homework, the
knowledge to understand our lessons and the heart to love our fellowmen. Thank
you for all the blessing we received from you.
Secondly, we want to express our gratefulness to our Professor Dr. Ma. LuzDasmarinas, for the knowledge and ethical practices she taught to us. Thanks for
sharing your work experiences and your life, which inspires us to do better in our
study and to continue pursuing our dreams in life.
We appreciate our families and friends, who always in our side to give us both
emotional and financial support. They bring us a strong motive to do best in our
education and to fight for the problems.
Last but certainly not the least, Arellano University-Elisa Esguerra Campus for
providing us an education that will surely be utilize to our future life. We hope that
you continue bringing this kind of education and improve it until you achieve the
highest possible quality of learning.
To end our appreciation, thanks to all of you and we are hoping that you will not
stop helping us through sharing your knowledge to us. May God Bless You!
“God has given us two hands, one to receive with and the other to give with.”
Class Officers
President:
Mark Neilwin Teodosio
Vice President:
Angelo Felices
Secretary:
Joymie Bencalo
Auditor:
Johannah Ga
Treasurer:
Claresa Baysa
Table of Contents
Chapter 1: Organizational System and Human Behavior
-Discussed By: Dr. Ma. Luz-Bacani Dasmarinas
-Transcripted By: Mark Neilwin D. Teodosio
Chapter 2: Different
Organizational Behavior
Theories
and
Models
of
-Discussed By: Dr. Ma. Luz-Bacani Dasmarinas
-Transcripted By: Joymie Bencalo
Chapter 3: Organizational Behavior and Culture
-Reported By: Claresa L. Baysa
Chapter 4: Motivation and Human Behavior
-Reported By: Joymie Bencalo
Chapter 5: Training, Performance Appraisal and Reward
Sytems
- Reported By: Angelo Felices
Chapter 6: Leadership Behavior
- Reported By: Margareth L. Geraldizo
Chapter 7: Behavior in Formal and Informal Groups
-Reported By: Johannah Ga
Chapter 8: Job Satisfaction and Human Behavior
-Reported By: Christine Faith Sadiasa
Chapter 9: Team Building and Human Behavior
-Reported By: Mark Neilwin D. Teodosio
Chapter 10: Organizational Behavior and Conflict
-Reported By: Syca Delos Santos
Chapter 11: Stress Counselling and Human Behavior
-Reported By: Nica Cabigon
Chapter 12: Organizational Change and Development
-Reported By: Dohn James Bryan Magnaye
Chapter 1:
Organizational
System
And
Human
Behavior
I.
INTRODUCTION
An effective management was controlled with an organizational system on which
prescribe lines of communication are described. A manager, especially the
Human Resource Manager must know how to control the behavior of its
subordinates. He must know how his subordinates behave in some manners.
Behavior was connected with the word “motivation” since it means to influence a
desired behavior of a worker. We all know that among the resources in the
organization, human is the most difficult to control. Unlike other resources, the
people have their minds and feelings which make them hard to control. It is
important that you know how to socialize to the people inside the organization
through doing ethical practices or the good conducts required to avoid conflicts.
II.
OBJECTIVES
 To define organizational system and human behavior.
III.



To enumerate the four forces affecting organizational behavior.
To define behavioral sciences and research.
To enumerate and explain the different concepts of organizational


system and human behavior.
To explain what is social system, mutual interest and ethics.
To enumerate the four basic approaches in the dynamics of people and
organizations.
CONTENTS
Organizational System is the integrated framework of elements that portrays
how behavior is guided towards achievement of organizational goals.
Organizational Behavior is the study and application of knowledge about how
people- as individuals and as groups act and behave within the organizations. It
provides useful set of tools at many levels of analysis to help managers look at
the behavior of individuals within the environment.
The four goals of organizational behavior are to describe, to understand, to
predict, and to control behavior of people under various conditions.
The Four Forces Affecting Organizational Behavior
1. People. People make up the internal social system of the organization.
2. Structure. The structure fundamentally defines the formal relationships and
use of human resources in an organization.
3. Technology. The use of technology has a tremendous influence on working
relationships.
4. Environment. All organizations operate within an internal and external
environment.
One major strength of organizational behavior is its interdisciplinary nature by
way of integrating the behavioral sciences- the systematic body of knowledge
of why and how individuals in given organization behaves as they do.
Research is a systematic process of gathering and interpreting relevant data that
will either support a behavioral theory or help change it. Research hypotheses
are testable statements connecting variables in a theory, that guide the process
of data collection.
Basic Concepts of Organizational System and Human Behavior
Individual Differences. A person is a distinct individual. He is unique and
different from others.
Perception. Perception is the act of faculty of apprehending by means of the
senses or the mind. It is a single unified awareness derived from sensory
processes while a stimulus is present.
A whole person. When a person joins in an organization, he is hired not only
because of his brains but, as a whole person possessed with certain
characteristics.
Motivated Behavior. Motivated behavior may be as a result of a normal
behavior that has certain causes; and these may relate to an individual’s needs.
Desire for involvement. Normally, every person wishes to feel good himself.
This personal human desire is reflected in his drive for self-efficacy.
Value of Persons. People are the most difficult to control in any type of
organization; and therefore, they deserve to be treated with extra care from other
of production(land, capital and technology) because they have feelings and
emotions.
Organizations and Social Systems
Organizations are social systems for they are organized on the basis of mutual
interest- employer and worker relationship.
Social system is a complex set of human relationships interacting in many and
different ways. As social systems, the activities they perform are governed by
social and psychological laws.
Mutual Interest. Organizations exist for a social and humanistic purpose. They
are legally and morally constituted and maintained on the basis of some
mutuality of interest among the members of the organization.
Ethics is a system of moral principles; the rules of conduct recognized to a
particular class of human actions or a particular group.
Four Basic Approaches Interwoven in the Dynamics of People and
Organization
1. Human Resources Approach. The philosophy of the Human Resources
Approach is developmental. This is specifically designed and concerned
with the growth and development of people in order to achieve higher level
of competency, creativity, and fulfillment, because people are considered
the most potent variable as a resource in any organization and society.
2. Contingency Approach. There are number of traditional managers that
relied on principles to provide “one best way” of managing.
3. Results-oriented Approach. All organizations whether political, social,
economic or ecclesiastical, need to accomplish desirable results.
The role that organizational behavior plays in creating organizational
outcomes is composed of set of factors and their relationships.
 Knowledge x skills= ability
 Attitude x situation=motivation
 Ability x motivation
 Potential performance x resources x opportunity= organizational
results
4. Systems Approach. The systems approach is a type of behavioral
approach in which the manager takes a holistic perspective of the whole
subject.
IV.
SYNTHESIS
The study of how people interact in the social system is called organizational
behavior. An organizational system helps people to identify how behavior will be
guided and controlled. The goals of organizational behavior are to describe,
understand, predict and control. It was affected by the four factors that can be
summarized as PEST- People, Environment, Structure and Technology. It also
integrates behavioral sciences- the systematic body of knowledge of why and
how individuals in given organization behaves as they do. Research helps to
guide every human behavior.
There are basic concepts in organizational system and human behavior and
these are- individual differences; perception. ; a whole person; motivated
behavior; desire for involvement; and value of persons.
Organizations are social systems for they are organized on the basis of mutual
interest- employer and worker relationship. The four basic approaches
interwoven in the dynamics of people and organization are the Human Resource
Approach (developmental), Contingency Approach (alternatives), Resultsoriented (desirable outcomes) and Systems Approach (holistic perspective of
manager).
V.
REFERENCE
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong: National
Book Store.
CHAPTER 2:
Different
Theories
And
Models
Of
Organizational
Behavior
I.
INTRODUCTION
Theory is a supposition or a system of ideas intended to explain something,
especially one based on general principles independent of the thing to be
explained. Organizations differ in the quality of the systems and the procedures
they develop and maintain and in the results they accomplish. In this topic or
lesson, we will discuss about the different theories that Organizational Behavior
has and the Models of Organizational Behavior. Different theories of
organizational behavior bring about the varying results. These theories constitute
the belief system and management orientations that, consequently, affect the
organization.
II.
OBJECTIVES
 To know the meaning of theory
 To discuss the Theory X and Y assumptions
 To discuss the Herzberg’s Two-Factor Theory
 To discuss the McClelland’s Theory
 To discuss the Skinner’s Operant Theory
 To discuss the Expectancy Theory



III.
To know the Traditional Theory of Motivation
To discuss the Content Theory and Carrot and the Stick Theory
To enumerate the Different Models of Organizational Behavior
CONTENTS
Theory –is a systematic grouping of interdependent concepts and principles
that gives a framework to a significant area of knowledge.
Theory X Assumptions
-
Theory X is a traditional set of assumptions about people in a work
environment. It assumes that most people dislike work and will try to avoid
it if they can. Workers are seen as being inclined to restrict work output,
having a little ambition, and avoiding responsibility, if at all possible. They
are perceived to be relatively self-centered, indifferent to organizational
needs and most often, and resistant to change.
Theory Y Assumptions
-
Theory Y implies a more humanistic and supportive approach to managing
people. It assumes that people are inherently lazy. Any semblance they
have of being lazy may be the result of their experiences with the
organization. Under the Theory Y assumptions, management believes that
workers will exercise self-direction and self-control in the service of
objectives to which they are committed.
Herzberg’s Two-Factor Theory
-
In 1950, another theory about human motivation was developed by
Frederick Herzberg and his colleagues at the Psychological Service of
Pittsburg, extending the earlier theory of Maslow. Their findings were two
distinct factors that influenced motivation and these are:
1. Hygiene or Maintenance factors – these constitute the conditions
in work; e.g., better working conditions, salary, and effective
supervision that make employees satisfied but not necessarily
motivated.
2. Motivator or job content factors – These are the real motivators:
achievement, responsibility and recognition.
David C. McClleland’s Theory
-
This theory classified people in relation to their dominat need for
achievement, power or affiliation. McClleland viewed that successful
-
entrepreneurs are persons with high N-Ach (need for achievement).
It was McClleland who popularized and found application of Atkinson’s
work to business, and later coined the term “Achievement Motivation” to
describe an individual’s drive to vercome challenges for advancement. He
believes that the basic needs to drive people are:
1. The need for achievement – studies reveal that there is a strong
correlation between high need for achievement and high level of job
performance and success.
2. The need for power – this is a drive to influence people to conform to
certain situations.
3. The need for affiliation – an individual has a need to develop warm,
friendly, cordial, and personal relationships.
4. The need for competence – an individual has a drive to strive for
quality of work.
Skinner Operant Theory
-
Burhaus Frederic Skinner, an exponent of behaviorism, contested the
theory that human needs are the determinant of human behavior.
Supported by scientific studies, Skinner (1953) believed that “the
environment determines the individual behavior event if he alters the
environment.” He argued that the workers can be motivated by properly
creating the work environment and providing rewards or stimulus for
desirable worker’s performance
Expectancy Theory
-
While the Operant Theory begins with the idea that a certain behavior
depends primarily on its consequences, the expectancy theory equates
motivation with the product of valence; i.e., the probability that a particular
-
action will lead to the desired thing.
The expectancy model implies that, through experience, people learn the
kind of rewards (outcomes) they value more highly than others.
Traditional Theory of Motivation
-
The traditional theory of motivation evolved from the work of Frederick W.
Taylor and the Scientific Management Concept. The primary concern was
to increase productivity through greater efficiency in production and
increased pay for workers through the application of the scientific method.
Content Theory
-
The content theory focuses on the content or nature of items that motivate
an individual. It relates to the individual’s inner self and how that
individual’s internal state of needs determine behavior. One major difficulty
with the content model of motivation is that the needs of people are not
subject to observation by managers or to accurate measurement for
monitoring purposes.
The Carrot and the Stick Theory
-
Leading theories of motivation and motivators seldom make reference to
the carrot and the stick. In all theories of motivation, the inducement or
“carrots” are recognized and most often, the “carrot” is money in the form
of pay or bonuses. On the other hand, the “stick” in the form of fear -- fear
of loss of job, loss of income, reduction of bonus, demotion and some
other penalty has been and will continue to be a strong motivator, although
admittedly not the best kind of motivator.
Different Models of Organizational Behavior
1. The Supportive Model
- The supportive model of organization behavior originated from the
-
“Principle of supportive relationships” by Rensis Likert.
The supportive model, to a certain extent, depends on leadership instead
of on power or on money.
2. The Collegial Model
- The collegial model is an extension of the supportive model. The term
collegial refers to a body of people having a common purpose. It is
characterized by the collective responsibility shared by each of the
members of an organization.
3. The Custodial Model
- When managers began to study the workers, evidently, they soon
recognized that, workers do not talk back to their superiors. There is a
feeling of insecurity, frustration, and aggression towards their boss. If the
insecurities, frustrations, aggressions and psychological anxiety of
workers could be dispelled, the workers will develop enthusiasm to work
better.
4. The Autocratic Model
- The autocratic model has its roots on his history and flourished during the
industrial revolution. The autocratic model approach depends on power
and authority. Those who are in command have the power to demand
“You do this; or else.” If worker does not obey orders, he will be penalized.
Basic of
SUPPORTIVE
COLLEGIAL
CUSTODIAL
AUTOCRATIC
Leadership
Partnership
Economic
Power
Model
Managerial
Orientation
resources
Support
Teamwork
Money
Authority
Employee
Job
Responsive
Security and
Orientation
Performance
behavior
benefits
Employee
Participation
Self-discipline
Dependence
Dependence
psychological
on
on boss
results
organization
Employee
Status and
Self-
needs met
recognition
actualization
Performance
Awakened
result
drives
IV.
Obedience
Security
Subsistence
Moderate
Passive
Minimum
enthusiasm
cooperation
SYNTHESIS
The importance of theory is to provide a means of classifying
significant and pertinent management information and knowledge. In
designing an effective organizational structure, there are number of
principles and concepts that are interrelated and that have a predictive
value for managers.
According to Herzberg, the motivators are the job factors that are
intrinsically motivating the employees that constitute the most enduring
sources of motivation in the work environment. On the other hand, the
satisfiers are important factors because these create dissatisfactions, if
not properly attended to by management.
The need Achievement Theory assumed that the linked needs
satisfaction to motivating behavior was originally conceptualized by
John Atkinson, a psychologist, whose interests were on personality
tests. The Theory argued that the “need to achieve” is a personality
trait of an individual.
In the field of psychology, the term “operant or operant conditioning”
is a kind of learning in which behavior is shaped by selective
reinforcement. In this theory, rewards or any stimuli that serve as
positive reinforcers of certain behavior are found to be more powerful
than the negative and neutral reinforcers, even if both sets of
reinforcers may be used.
The expectancy theory is valuable for helping managers think
about the mental processes through which motivation as a human
behavior occurs.
Organizational behavior modification or OB Mod, is the application
in organizations of the principles of behavior modification, which
evolved from the work of B.F. Skinner.
Organizations differ in the approaches and in the quality of the system
they develop and use too maintain the results they would like to
achieve. The varying results are caused by the different models of
organizational behavior.
The different theories and models in organizational behavior that
have discussed portrayed existing relationship as the perfect
embodiment of rationality, and consequently, recommending a better
course of action in solving problems existing in the operation of the
organization.
V.
REFERENCES
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 3:
Organizational
Behavior
And
Culture
I.

INTRODUCTION
Social System and human behavior complement each other. When
people join a work group, they become part of the organizations
social system. It is the medium by which they relate themselves to
the world of work. A social system is a complex set of human
relationships interacting in various ways. Each small group
constitutes a subsystem of even a much larger group until all the
people in the world are included. In a single organization, the social
system includes all the people in it and their relationships to one
another and to the bigger outside world.
II.OBJECTIVES

To explain the complex interactions among people in a social system – the
behavior of the individual and his relation to any other individual, since all
parts of a system affects all parts, even though its impact may be slight.
III.SYNTHESIS/ EVALUATION

It is the medium by which they relate themselves to the world of work. A
social system is a complex set of human relationships interacting in
various ways. Each small group constitutes a subsystem of even a much
larger group until all the people in the world are included. In a single
organization, the social system includes all the people in it and their
relationships to one another and to the bigger outside world.
IV.CONTENTS
 Equilibrium in the Social System
A social system is a state of equilibrium when all the variables in an
organizational system operate in a dynamic working balance with its
interdependent parts. The system can be compared to a sea: there is continuous
motion and disruption occasionally from storms, but the sea’s basic character,
even with violent and rugged waves, change very little and goes back to normal.
When minor changes occur, in a social system usually they are absorbed by
adjustments sub-system within the system which eventually regains its
equilibrium state. A major single change, though – the untimely death of a key
executive, or a series of smaller but fast changes may throw an organization out
of balance: and consequently, impede its progress until it reaches a new
equilibrium. When an organization is in disequilibrium. Its subpart are not working
in harmony. It is important that the entire system and its sub-system work
together as one.
 Culture and organizational development
One definition of culture is by taylor, an English anthropologist, who defined
culture as a complex whole which includes knowledge, beliefs, law, art, morals,
customs and other capabilities and habits acquired by man as a member of
society. It is a man’s social heritage which has been transmitted from to do, what
not to do and how to do things. It represents the design of living, the interrelated
network of norms and roles. It encompasses modes of thinking, feelings, and
acting commonly found in society that includes everything man has acquired as a
member of that society.
Culture has basic manifestations which may be present everywhere. It starts to
develop as a man lives and interacts with others. Culture is indispensable to an
organization which is composed of workers who share a common culture or one
that is made up of different people who are interacting on the basis of shared
beliefs, customs, values, and activities. As an organization becomes more
established, its organizational culture becomes more developed and stable. This
is so, because, as the workers realize the importance of preserving their cultural
values and beliefs, the more cooperative they become and consequently,
become more cohesive.
 Characteristic of Organizational Culture
Culture enables workers to enter into stable, constructive, humanizing and
fulfilling relationships with fellow human beings. It is both a cause and and an
effect of development as it enables workers to advance and continuously
transcend themselves with a sense of fulfillment. Culture is a means of
development as its major components, such as language and law which are vital
for organizational transformation.
 Socialization of Workers
Socialization has been defined as the process whereby the individual is
converted into the person. As a process, the individual learns to conform with the
norms of his social group acquires a status and plays a corresponding role.
Socialization as an educational process greatly influences the shaping of a
workers personality which is an accordance with the standard values and norms
of his work environment. Knowledge of socialization of workers is important
because managers will have an opportunity to understand better their workers
beeliefs and backgrounds.
 Values and Social responsibility
Values are the expressioons of ultimate goal, or purpose of social action : these
involve the quality of power of expressing one’s attitude and emotion towards
thing. Social responsibility is the recognition that organizations have a significant
influence be properly considered and balanced in all organizational transactions.
 Philippine Value System and Social acceptance
Filipinos attach a great value to “pakikisama” or smooth interpersonal relations
(SIR) . persons resort to SIR patterns by using polite language, soft voice, and
persuasive and gentle manners to avoid open disagreement with others even
under difficult circumstances. These are three ways of training SIR.
 Social culture values
Over the years, the culture of many western countries has emphasized the
importance of work as an effort directed to produce or accomplish something as
a desirable and fulfilling activity. This expression of an action is alsob strong in
some part of asia, especially in japan.
 Cultural adaptation
An expatriate manager usually meets severalv obsactales is to smooth
adaptation to a new culture. To overcome such obstacles is to acquire cultural
awareness. Culture differs in terms of language, religion, food, personal
orientation, social behavior and other ccustoms and tradition of the place. There
are cultures that can be classified as high context, which means that people from
these countries use situational cues to develop a complete picture of a visitor.
Paradigm of inhibiting forces and Cultural adaptation
INHIBITING FORCES
SUPPORTING FORCES
Individual differences
Careful selection
Parochialism
Compatible assignments
Ethnocentrism
Predeparture training
Cultural distance
Orientation and support
Cultural shock
Preparation for reentry
Individual differences
It is said that even identical twins are different from each other. The complex set
of norms and values function as built in mechanisms that make an individual
learn in early life. Among the behavior norms are reciprocal exchange of foods
and services, emphasis one word of honor, self-esteem and other super naturally
oriented forms of social controls.
Ethnocentrism
Ethnocentrism is the predisposition to use oneself and ones own culture as the
criterion for judging others. This is one another potential problem to easy
adaptation to another culture that occurs when people are predisposed to believe
that their homeland conditions are the best.
Cultural Distance
Cultural distance is the range of difference between two social systems. The
range of cultural distance may affect, to a great extent, the responses of the
workers and other people to business related issues. Migrant tend to be
somewhat wthnocentric and to judge conditions in a new country according to the
standards and practices of their homeland.
Cultural Shock
Cultural shock is a feeling of surprise and disorientation that is experienced when
people witness cultural practices different from their own. It is a feeling of
displacement in a foreign land. Whenever workers move to a new job location, is
feeling of anxiety, insecurity, and confusion because of the new environment.
They are conscious about their behavior and might be lose their confidence when
the wrong responses made.
Cultural Shock is Universal
It occurs in response to dramatic differences in language, religion, customs and
tradition and cultural orientation.
Some factors that contribute to culture shock are :
1.
2.
3.
4.
5.
6.
7.
8.
Different management philosophies
An unfamiliar language
New foods, styles of dress, modes of social patterns and driving patterns.
An unfamiliar currency system
Reduced availability of goods
Inadequate potable water
Different attitudes toward work and productivity
Separation from family , friends and work colleagues
Guidelines to overcome barriers to cultural adaptation
1. Careful selection
Workers who may be low in ethnocentrism can be chosen. The desire to
go to other places and to experience another culture may be an important
prerequisite attitude worth considering. Potential workers may be
considered on the learning attitudes they demonstrate during the selection
process.
2. Compatible assignments
Workers who are likely to be assigned to a new work environment similar
to their culture, may find adjustment easier. Some cultures are relatively
similar can be grouped together.
3. Predeparture training and orientation
Many organizations try to hasten adjustment to a host country by
encouraging their workers to learn the local language. The host country
offers language training prior to the assignment. The ability to learn the
language seems to pay off, because it helps avoid misunderstanding that
may arise due to a communication problem.
4. Orientation and support in the new country
when the workers arrive in the country, adjustment is encouraged. A
special and determined effort is made to help the migrant worker adapt to
the new equipment.Assistance includes housing, transportation, shopping,
recreation, and the provision of a mentor. The mentor who is a local
national working for the same organization is available to answer some
questions from the migrant workers and can provide advice regarding
culturally accepted behavior.
5. Preparation for reentry
Contract workers usually return to their home country after working in
another country for one of four years, and need to be repatriated. The
observation isthat they often tend to suffer a cultural shock in their own
homeland. After adjusting to the culture of another country, while he was
working there enjoying its uniqueness, it is quiet difficult for the expatriates
to readjust to the sorroundings of their home country.
V.REFERENCES
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong: National Book
Store.
CHAPTER 4:
Motivation
And
Human
Behavior
I.
INTRODUCTION
Motivation manifest as desire and interest, and as a driving force that
pushes you to take action and pursue goals.Motivation is important in
an organization because it helps the manager to motivate their
employee to do things that will satisfy their drives and desires in an
organization. In this topic, you will know about how the managers
motivate their employees to achieve their goals and to have the
NdDostMireAmvhnaGflc
accomplishment of their desired goals. They motivate to encourage
employees to be productive and effective. By getting motivated, you act,
do things, take your mind off problems and difficulties and focus on
finding solutions and achieving success.
II.






III.
OBJECTIVES
To know the meaning of motivation.
To learn and explain about the motivation process.
To discuss the motivational drives.
To discuss the Maslow’s Hierarchy Needs and Reinforcement Theory.
To define Law of effect and Job Enrichment.
To discuss the elements of objective settings.
CONTENTS
Motivation – the word motivation comes from the Latin word “movere” which
means to move.
-
Numerous definitions are given for the word motivation some of which
-
are aim, desire, impulse, intention, objective and end.
Motivation is a general term which may be applied to an entire class
of drives, decisions, needs, wishes and similar forces.
The Motivation Process
-
Under the motivation process, needs produce drives which
eventually lead to the accomplishment of desired goals.
Motivational Drives
-
These drives affect the way people view their jobs; and consequently,
affect their lives. These motivational drives reflect the various elements
eNdPhcSiAEsgypmtufornal
of the culture in which they were shaped – their family, the school, the
church, their work environment and, to a certain extent, the books they
read.
a. Achievement Motivation – is a drive to accomplish objectives and
to get ahead. A person with this kind of drive would like to achieve
objectives and advance up the ladder of success.
b. Affiliation Motivation – is a drive to relate people effectively. It is
observed that people with affiliation motives work better when they
are complimented for their favorable attitudes and cooperation.
Maslow’s Hierarchy of Needs
1. Physiological needs – these are the basic needs for sustaining life such
as food, water, air, shelter and sleep.
2. Security or safety needs – these are needs to be free of any physical
danger, threat and deprivation and of the fear of losing a job or shelter.
3. Affiliation or acceptance needs – people are social beings; and
therefore, they need to belong and to be accepted by others.
4. Esteem needs – this type of need produces satisfaction such as power,
prestige, status, self-confidence and self-worth.
5. Need for self-actualization – this is a desire and aspiration of an
individual to become what one is capable of becoming – to maximize
one’s potential and to accomplish something that is worthy recognition.
Reinforcement Theory
-
This theory of motivation is closely related to the preference-expectancy
theory. The general idea behind the theory is that reinforced behavior will
be repeated; and behavior that is not reinforced is less likely to be
repeated. This illustrates that if a worker is given a pay increase when
performance is high, then the worker is likely to continue to strive for high
performance.
Job Content and Context
-
Motivational factors such as achievement and responsibility are related,
for the most part, directly to the job itself, the worker’s performance, and
the personal recognition and growth that worker’s experience.
Intrinsic and Extrinsic motivators
-
Intrinsic motivators are internal rewards that an individual feels when
performing a job. Extrinsic motivators are external rewards that occur
apart from the nature of work, providing no direct satisfaction at the time
the work is done.
Law of Effect
-
It is the premise that makes it possible for managers to control a number
of worker behavior by manipulating their consequences. OB Mod relies on
the law of effect. This states that a person tends to repeat behavior that is
accompanied by favorable consequences.
Job Enrichment
-
Various researchers on motivation point to the importance of making jobs
challenging and meaningful. Job enrichment attempts to make a job more
varied by removing the dullness and monotony associated with repetitive
operations. It simply means enlarging the scope of the job by adding
similar tasks without enhancing responsibility.
Elements of Objective Setting
 Goal acceptance – effective goals have to be understood and
accepted. It is important to bear in mind that simply assigning
objectives to employees may not result in their commitment to
those objectives, especially if the objectives will be difficult to
accomplish.
 Specificity – it is assumed that objectives should be specific,
definite, clear, and measurable so that employees will know when
these objectives are accomplished.
 Challenge – it may be surprising to know that most employees
work harder when they have difficult jobs to do rather than easy
ones.
 Performance monitoring and feedback – there are still other
closely related steps that are important to complete the process in
objective setting even after the employees have participated and
this is referred to as performance monitoring and feedback.
Economic Incentives
-
Are applied to almost any type of job to motivate a high level of individual,
group, or organizational performance. Their economic incentives, in effect,
stimulate workers’ desirable role behaviors such as creativity and
ingenuity, encouraging the development of valued skills, and satisfying
other needs of workers.
Wage Incentives
 Basically, wage incentives provide more pay for more production
brought about by workers’ high performance level. In order that
wage incentive needs will be successful, they should be simple
enough for workers to believe that reward follows performance.
Profit- sharing

Profit-sharing, as an economic incentive, is a system that
distributes to workers a part of the profit of business in the form of
cash. The growth of profit-sharing being practiced by a number of
organizations recognizes the importance of mutual interest between
workers and management.
Economic rewards provide social and economic value

They play an important role within the parameter of various
motivational models, blending with expectancy, equity, behavior
modification, and need-based strategies. Incentive systems provide
various amounts of pay in relation to some measure of
performance.
Theoretical Statements as Applied to Work Motivators
-
It aimed at identifying factors associated with high and low levels of
employee productivity. This program dealt only with the motivationproductivity relationship.
The major variables considered are:
1. Individual needs as reflected in the goals sought.
2. Individual perceptions of relative usefulness of productivity
behavior as a means of attaining desired goals.
3. The amount of freedom from restraining factors the individual
has is in following desired path
IV.
SYNTHESIS
There are a number of maxims and rules about motivation. The
problem that often confronts managers is how to motivate their workers
to achieve the desired productivity level of the organization.
According to Curtis W. Cook, “Motivating employees is one of the
most consistent challenges any manager faces.” Motivation results from
a person’s attitude reacting to a specific situation. It is the strength of
the drive toward an action. Perhaps we can infer that a few human
activities occur without motivation, while nearly all conscious behavior is
motivated or caused.
The Maslow’s Hierarchy of Needs is considered one of the most
widely identified theories of motivation put forth by psychologist
Abraham Maslow. Maslow saw human needs in the context of
hierarchy, ascending from the lowest to the highest. He further
concluded that when one set of needs is satisfied, this kind of need
ceases to be a motivation.
Closely related to motivation is job satisfaction. Many managers
often view motivated workers as being synonymous with satisfied
workers. There are, however, important differences between motivated
workers and satisfied ones. There are five components of job
satisfaction and these are: attitude toward work group, general working
conditions, attitude toward company, monetary benefits and attitude
toward supervision.
Behavior is encouraged primarily through positive behavior for it
provides a favorable consequence that encourages repetition of a
behavior. It is a typical situation that one may find that when high –
quality of work is accomplished the supervisor gives reward of
recognition.
The essence of job enrichment is to build into jobs a higher sense
of responsibility and achievement. Jobs may be enriched by giving
workers more freedom in deciding about such things as work methods,
sequence, and pace or the acceptance or rejection of materials.
Goal setting, as a motivational tool, becomes very effective when
all its major elements are present. These are goal acceptance,
specificity, challenge, and performance monitoring and feedback.
V.
REFERENCES
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 5:
Training,
Performance
Appraisal
And
Reward
Systems
I.
Introduction
Every time one employs someone to do the work, the way he wants it
done, he is training. As a matter of fact, every time the supervisors gives direction
or discuss a procedure in effect, he is in training. Training is not an activity that is
done once to new workers in an organization. It is used continuously in every
well-run institution. The training and development of workers is very important to
every company because training is just a way of enhancing the skills of every
worker. It makes every individual to be specialized in what they’re doing.
Performance appraisal has a very important role in the reward system. This is the
process of evaluating the performance of workers sharing the information with
them and seeking for ways to improve their performance. Reward system is just
a way to motivate and give thanks to all the efforts that one employee did.
II.
Objectives

To define training, performance appraisal and reward system

To know the different principles and techniques in training

To know the different types of worker training

To discuss the uses of performance appraisal

To know how to rate a performance of an employee

To learn about the different techniques of performance appraisal
III.
Contents
TRAINING
-
Training is not an activity that is done once to new workers in an
organization. It is used continuously in every well-run institution.
Training is not limited to retraining for new jobs or attired work methods.
PRINCIPLES AND TECHNIQUES IN TRAINING
The best-planned training programs will be effective if the trainers are highly
qualified. A well-qualified trainer is one who has the mastery of the techinformation and details of a particular job he knows how to train a person.
1. Have a Timetable. How much skill do you expect the trainee to have, and
how soon? This gives both the trainer a series of objectives at which to
accomplish.
2. Break down the job. List the important steps, job description and analysis
are necessary preliminary to training.
3. Have everything ready. Have the right equipment, and other supplies at
hand so that there will be no delay when actual training begins.
4. Have the work place properly arranged just as the worker will be expected
to keep it.
TYPES OF WORKER TRAINING
The types of worker training best suited to an organization depend upon a
number of factors, such as skills called for the jobs to be filled, qualifications of
candidates applying for jobs, and the kinds of operating problems confronted by
the organization.
There are various types of training such as classroom training, apprentice
training, on-the-job training, performed instruction, “refresher courses” and
vestibule training. Each type of training has its own purpose, procedures and
objectives as a continuing function of enhancing the productivity level of the
worker.
PERFORMANCE APPRAISAL
Performance Appraisal is the process of evaluating the performance of
workers in relation to the objectives of the organization. It may be assumed that it
relates to the ratio that compares units of output with units of input; the outputinput ratio within a time period with due consideration for quality. It is also the
basis for determining who are eligible for promotion to a higher position. It is also
important to know the struggles and weakness of the organization’s development
efforts.
Effective performance appraisal is a way of recognizing the legitimate
desire of workers for purpose in their assigned task. It should be used as an
effective motivating mechanism and morale builder.
Appraisal is essential for effective managing. It should measure
performance in achieving goals, objectives and plans and show how workers
carry out their assigned tasks.
Management by objectives is a cyclical process that consists of four steps as a
guide to achieve desired results. These are:
1. Objective setting. There should be a point determination by managers and
workers of appropriate levels of future performance for the worker within
the context of overall unit objectives and resources set for the next
calendar year.
2. Action planning. This is the participative planning stage by worker as to
how to accomplish the desired objectives.
3. Periodic reviews. There should be a joint assessment of progress toward
objectives by managers and workers, performed informally.
4. Annual evaluation. There should be an annual formal assessment of
success in accomplishing the worker’s annual objectives, coupled with a
removal of the planning cycle.
Reward system represents a powerful motivational force in organizations; but
this is true only when the system is fair and tied to performance.
Performance appraisal systems serve a variety of functions of central
importance to employees.
PERFORMANCE APPRAISAL SYSTEMS
We begin by examining aspects of performance appraisal systems:
1. Various uses for performance appraisals
2. Typical problems found in performance appraisals
3. Several methods for reducing errors in the appraisal system.
USES OF PERFORMANCE APPRAISALS
In most work organizations, performance appraisals are used for a variety
of reasons. By summarizing the information, we can identify some major uses of
performance appraisals.




Feedback to employees. Performance appraisals provide feedback to
employees about quantity and quality of job performance.
Self-development. Performance appraisals can also serve as an aid to
employee self-development. Individuals learn about their strengths and
weaknesses as seen by other people and can initiate self-improvement
programs.
Rewards system. In additional, appraisals may form the bases of
organizational reward systems-particularly merit-based compensations
plans.
Personnel decisions. Performance appraisals serve personnel-related
functions as well. In making personnel decisions-such as those relating to

promotions, transfer, and terminations-performance appraisals can be
quite useful.
Timing and development. Finally, appraisals can help managers identify
areas in which employees lack critical skills for either immediate or future
performance.
PERFORMANCE RATING USED BY SOME ORGANIZATIONS
There should be a performance rating system which shall be administered
in accordance with ruled, regulations, and standards established by the
organization.
Each performance rating plan should contain four ratings; namely:




Outstanding – an employee is given this rating if the performance is
exceptional and deserves special commendation.
Very satisfactory - the employee is given this rating when he performs the
duties and responsibilities of his position with excellence but short of
outstanding performance.
Satisfactory – an employee is given this rating when he meets the
standard or ordinary requirements of the duties and responsibilities of the
position.
Unsatisfactory – an employee is given this performance rating when he
fails to meet the minimum performance requirements of the duties and
responsibilities of the position.
TECHNIQUES OF PERFORMANCE APPRAISAL
Organizations use numerous methods to evaluate personnel. We will summarize
several popular techniques. Although countless variations on these themes can
be found, the basic methods presented provide a good summary of the
commonly available techniques. Following this review, we will consider the
various strengths and weaknesses of each technique. Five techniques are
reviewed here: (1) critical incident technique, (2) behaviorally anchored rating
scales, (3) behavioral observations scales, (4) management-by-objectives, and
(5) assessment centers.

CRITICAL INCIDENT TECHNIQUE
With the critical incident technique of performance appraisal, supervisors
record incident, or examples, of each subordinate’s behavior that led to either
unusual success or unusual failure on some aspect of the job. These incidents
are recorded in a daily or weak log under predesigned categories (planning,
decision-making, interpersonal relations, report writing). The final performance or
notes rating consists of a series of descriptive paragraphs or notes about various
aspects of an employee’s performance.

BEHAVIORALLY ANCHORED RATING SCALES
An appraisal system that has received increasing attention in recent years
is the behaviorally anchored rating scale (BARS). This system requires
considerable work prior to evaluation but. If the work is carefully done, it can lead
to highly accurate rating with high inter-rater reliability. Specially, the BARS
technique begins by selecting a job that can be described in observable
behaviors.

BEHAVIORAL OBSERVATION SCALES
The behavioral observation scale (BOS) is similar to BARS in that both
focus on identifying observable behaviors as they relate to performance. It is,
however, less demanding of the evaluator. Typically, the evaluator is asked to
rate each behavior on a scale from 1 to 5 to indicate the frequency with which the
employee exhibits the behavior.

MANAGEMENT BY OBJECTIVES
A popular technique for evaluating employees who are involved in jobs
that have clear quantities output is management-by-objectives (MBO). Although
the concept of MBO encompasses much more than just the appraisal process,
we will focus here on its narrower application to evaluating employee
performance, MBO is closely related to the goal-setting theory of motivation.

ASSESSMENT CENTERS
A relatively new method of evaluation is the assessment center.
Assessment centers are unique among appraisal techniques in that they focus
more on evaluating employee long-range potential to an organization than on
performance over the past year.
REWARD SYSTEM
The responsibility of management for getting effective results obviously
includes the task for establishing equitable reward systems. Reward systems
include intrinsic and extrinsic rewards. Money is essentially an extrinsic reward.
There are other intrinsic rewards that workers derive example: esteem, selfconfidence, and self-worth. This is the desire and aspiration of an individual to
become what one is capable of becoming to maximize his potential and to
accomplish something that is worthy of recognition.
STATEMENT OF POLICY ON DISCIPLINE
Overall purpose. It is a management’s intention to foster, at all times, and
throughout the whole employment relationship, the high moral that makes for
self-discipline in every employee and group discipline within every work team.
Responsibilities. The responsibilities which all employees are expected to meet
are summarized in a minimum of rules for efficiency, safety, and good conduct.
These rules are to be explained carefully to every new employee.
Disciplinary procedure. Any act of clear-cut disobedience shall be considered
ground for disciplinary action. The scope of such action shall depend on the
supervisor’s judgment as to the seriousness of the offense in relation to the
various rules, or to the gravity of such offense.
Disciplinary process. Disciplinary procedures, like policies, should reflect the
general principles and purposes of top management.
IV.
Synthesis
Training is not an activity that is done once to new workers in an
organization. It is used continuously in every well-run institution. Training is not
limited to retraining for new jobs or attired work methods.
Organizations use numerous methods to evaluate personnel. We will summarize
several popular techniques. Although countless variations on these themes can
be found, the basic methods presented provide a good summary of the
commonly available techniques. Following this review, we will consider the
various strengths and weaknesses of each technique. Five techniques are
reviewed here: (1) critical incident technique, (2) behaviorally anchored rating
scales, (3) behavioral observations scales, (4) management-by-objectives, and
(5) assessment centers.
Reward system is a desire and aspiration of an individual to become what
one is capable of becoming to maximize his potential and to accomplish
something that is worthy of recognition.
Some organization used a performance rating: Outstanding, Very
satisfactory, Satisfactory and Unsatisfactory.
V.
References
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store.
CHAPTER 6:
Leadership
Behavior
I.
INTRODUCTION
Leaders can make the difference between success and failure. In this
chapter, we'll look at the basic approaches to determining what makes
an effective leader and what differentiates leaders from non-leaders.
Good leadership is necessary for an organization's survival. This
chapter looks at some of the basic theories of leadership (trait,
behavioral, and contingency), as well as some of the newer theories of
leadership: charismatic and transformational leadership.
LEADERSHIP DEFINED
A. Leadership and Management. While these two terms are used
interchangeably in the workplace, in theory, they are two different
concepts.
B. John Kotter's Definitions:
1. Management: management is about coping with complexity. It brings
order and consistency to an organization by drawing up formal plans,
designing rigid organizational structures, and monitoring results
against the plans.
2. Leadership: leadership is about coping with change. Leaders
establish direction by developing a vision of the future; then they align
people by communicating this vision and inspiring them to overcome
hurdles.
C. The Authors’ Definition of Leadership: the ability to influence a group
toward the achievement of a vision or set of goals. The source of this
influence may be formal, such as a person's managerial rank in the
organization, or an informal (non-sanctioned) ability to influence that
arises outside the formal structure of the organization.
D. The Need for Both. Organizations need both strong leadership and
strong management for optimal effectiveness. While a good leader
may tell the organization where to go, it still takes good managers to
ensure they get there in one piece.
II.
OBJECTIVES
After studying this chapter, the student should be able to:
1. Contrast leadership and management.
2. List the traits of effective leaders.
3. Define and give examples of the Ohio State leadership dimensions.
4. Compare and contrast trait and behavioural theories.
5. Describe contingency model.
6. Define the qualities of a charismatic leader.
7. Contrast transformational with transactional leadership.
8. Identify when leadership may not be necessary.
9. Explain how to find and create effective leaders
III.
CONTENTS
TRAIT THEORIES
A. Background. Trait theories of leadership differentiated leaders from non
leaders by focusing on personal qualities and characteristics. As one of the
earliest forms of leadership study, trait theories searched for any personality,
social, physical or intellectual factors that could describe leaders and differentiate
them from non leaders. This initial stream of research proved to be relatively
unproductive.
B. The Big Five Personality Framework and Trait Theory. When the existing trait
theory research was organized around the Big Five personality framework
(extroversion,
agreeableness,
conscientiousness,
emotional
stability, and
openness to experience - see Chapter 3), a clearer picture began to emerge.
1. Extroversion. Two of the most common traits of leaders, ambition and energy,
are part of the definition for extroversion. This is one of the most important traits
of effective leaders and separates them from non leaders.
2. Conscientiousness and Openness to Experience. These two Big Five traits
also showed strong and consistent relationships to leadership, although not as
strong as extroversion.
3. Agreeableness and Emotional Stability. These last two Big Five traits were not
strongly correlated with leadership.
4. Key Common Traits. Using the Big Five framework, leaders do appear to have
key traits in common: they are extroverted (individuals who like being around
people and are able to assert themselves), conscientious (disciplined individuals
who keep the commitments they make), and open (individuals who are creative
and flexible).
C. Emotional Intelligence (EI) and Trait Theory. The key component of emotional
intelligence, (see Chapter 7), for leaders appears to be empathy. Empathetic
leaders can make sense of other's needs, listen to what followers say (and don't
say), and are able to read the reactions of others. This trait may inspire followers.
Research on this point is both light and inconclusive.D. Trait Theory Summary.
1. Predictive Ability. While the individual traits themselves did not prove to be
predictive, using the Big Five personality framework does tend to show that traits
can separate leaders from non leaders.
2. Leadership Success. While traits do differentiate leaders from non leaders,
they do not distinguish between effective and ineffective leaders. Merely
possessing the correct traits do not make a leader automatically successful.
BEHAVIORAL THEORIES
A. Background. As a result of the presumed failures of early trait studies,
researchers from the 1940s through the 1960s began studying behaviors
exhibited by leaders as a means to separate leaders from non leaders.
B. Behavioral Versus Trait Studies. The primary difference between studying
leadership behaviors and traits is that traits cannot be taught. Thus, trait studies
attempted to find the “great man” who had the natural characteristics necessary
to be a good leader: the focus was on selection. Behaviors on the other hand,
can be learned. So behavioral studies attempt to find the correct actions leaders
take. By teaching these behaviors, anyone could be trained to be a better leader:
the focus is on what should be trained.
C. The Three Primary Behavioral Studies.
1. The Ohio State Studies. These studies, started in the late 1940s, attempted to
find what behaviors substantially accounted for most of the leadership behavior
described by employees. Beginning with over a thousand dimensions,
researchers narrowed the list to two:
a. Initiating Structure. This dimension refers to the extent to which a leader is
likely to define and structure his or her role and those of employees in the search
for goal attainment. It includes behavior that attempts to organize work, work
relationships, and goals.
b. Consideration. This dimension is the extent to which a person is likely to have
job relationships that are characterized by mutual trust, respect for employees’
ideas, and regard for their feelings. People who are high in consideration show
concern for followers’ comfort, well-being, status, and satisfaction.
c. Ohio State Summary. Both factors were found to be associated with effective
leadership. Followers of leaders who are high in consideration were more
satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group
and organization productivity along with more positive performance evaluations.
Power – French and Raven (1960)
• Legitimate power – comes solely from the position the superior holds in an
organization
• Reward power – comes by means of promotion, salary increases and it
interesting assignments
• Expert power – comes from the leader possessing superior knowledge of the
matter under discussion
• Referent power – comes from the fact that subordinates identify with the leader
and respect him/her
• Coercive power – comes from forced actions and potential for punishment
Leadership is a major way in which people change the minds of others and move
organizations forward to accomplish identified goals.
Theories of Leadership
Over time, a number of theories of leadership have been proposed, including:
• Great Man Theory
• Trait Theory
• Behavioral Theories
– The Managerial Grid
– Theory X and Theory Y
• Participative Leadership
IV.
SYNTHESIS
The leader must articulate an appealing vision: a long-term strategy on
how to attain a goal or goals. The vision must be inspirational
possibilities that are value-cantered and realizable, with superior
imagery and articulation. The vision provides a sense of continuity for
followers by linking the present with a better future.
V.
REFERENCE
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store.
CHAPTER 7:
Behavior
In
Formal
And
Informal
Groups
I.
INTRODUCTION
The behavior is interesting to know because we, as a person we have
different behavior that is conflict to others. In this topic, we should know the
behavior between the two groups that is established by the organization,
there are formal and informal groups that have differences. The differences
between the two have major reasons, roles and approaches. In these groups
they make decisions that support systems that are challenging and exciting
and develop holds promise for potential gains. In this report we will discussed
what behaviors between the two groups are and we will differentiate it.
II.
OBJECTIVES
BASIS OF
COMPARISON
FORMAL
ORGANIZATION
INFORMAL
ORGANIZATION
General nature
Official
Unofficial
Major concepts
Authority and
responsibility
Power and politics
Primary focus
Position
Person
Source of leader power
Delegated by
management
Given by group
Guidelines for behavior
Rules
Norms
Source of control
Rewards and penalties
Sanctions
 To define behavior in Formal and Informal groups.
 To explain the difference between the two groups.
 To discuss the major reasons that occurs in these groups.
 To discuss the size, composition, agendas, leadership roles.
 To enumerate and explain the approaches in the organization.
III.
CONTENTS
Formal groups
-Is the skeleton of a company and have a public identity and goal to
achieve. The formal group is more natural and enduring work group.
Informal groups
-
Are formed on the basis of common interest, proximity and
friendships. The informal organization is a network of personal and
social relations not established or required by the formal organization
but arising spontaneously as people associate with one another.
Differences between Formal and Informal Organizations
The differences between formal and informal organization occur for four major
reasons.
 Employees may lack knowledge about the official channel of
communication to use others.
 Interpersonal obstacles may prevent workers from using the formal
reporting channels.
 Workers may be able to obtain a faster response if they pass certain
channels.
 In some organizations non-official relationships become legitimized and
substitute for the formal ones.
Committees
- Committees are formal groups created for various purposes. It is
generally a specific type of group meeting in which members in their
group role have been authority to handle the problem at hand.
Size
-
the size of a group can affect the way the committee works. If
membership is quite big, communication may be focused within a few
members.
Composition
- Leaders should think of various considerations the committees
objective, the level of interest of the members, the time frame and the
past history of working relationships among the perspective
members.
Agendas
-
Meetings are held at the same time at two different levels. One level
is surface agenda is the official task of the group and level involves
the members’ personal emotions and motives which they may have
brought with them but keep hidden for sometime and this is referred
to as the hidden agendas of the meeting.
Leadership Role
- These are two types of leadership roles the group tends to require
and these are the task leader and the social leader.
 Task Leader
- Define a problem or goal for the group to be accomplished.
- Request facts, information, ideas, or opinions from members.
- Provide facts, information, ideas or opinions.
- Clarify situations that are not clear and give some examples.
- Summarize whether agreement has been reached on social roles.

Social Leader
-
It restores and maintains group relationships by recognizing
contributions, reconciling disagreements and playing a supportive
role to help the group develop.
Planned Approaches
 BRAINSTORMING
- Is a problem conference technique for encouraging creative thinking
in groups. Brainstorming has two major principles:
 Deferred judgment - all ideas are encourage, ideas are
recorded by a group member as fast as they are suggested
and are evaluated for usefulness at a later time. The primary
purpose of deferred judgment is to separate ideas and
creation from idea censorship.
 Quantity breeds quality – encourage members to suggest
more ideas so that eventually, higher quality ones may be
considered and developed.
 NOMINAL GROUP TECHNIC
- A method that usually exist in name only, with members having
minimal interaction to produce a decision.

DELPHI DECISION-MAKING
- A panel of relevant individuals is carefully chosen to address an
issue. Members are usually chosen because of their expertise.

DIALECTIC DECISION METHODS
- Begins with a clear statement of the problem that needs solution.
More on competing proposals for making decisions.
Consensus
- Interpreted that the group engage in a wide range of input gathering
which normally resulted in a shared level of understanding of the
members.
IV.
SYNTHESIS
Formal groups are the skeleton of a company and have a public
identity and goal to achieve. The formal group is more natural and
enduring work group while informal groups are formed on the basis of
common interest, proximity and friendships.
The differences between formal and informal organization occur for
four major reasons like employees may lack knowledge about the
official channel of communication to use others, interpersonal
obstacles may prevent workers from using the formal reporting
channels.
Committees are formal groups created for various purposes. The size
of a group can affect the way the committee works. If membership is
quite big, communication may be focused within a few
members.Composition leaders should think of various considerations
the committees objective, the level of interest of the members, the time
frame and the past history of working relationships among the
perspective members.Agendas meetings are held at the same time at
two different levels.
There are two types of leadership roles the group tends to require
and these are the task leader and the social leader. There are various
alternative approaches like brainstorming, nominal groups technic,
Delphi decision-making and dialectic decision method.
Consensus interpreted that the group engage in a wide range of input
gathering which normally resulted in a shared level of understanding of
the members.
V.
REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store
.
CHAPTER 8:
Job
Satisfaction
And
Human
Behavior
I.
INTRODUCTION
JOB SATISFACTION
 Satisfaction indicates already available in an organization
 Job satisfaction and productivity are correlated with one another as
revealed by various studies.
HUMAN BEHAVIOR
 Have been associated in organizational problem and issues and have
been the focal point of deliberate efforts towards improving workers
performance and productivity.
 Human behavior are desired by any type of organization because they are
to be connected with some of the encouraging outcomes that managers
want.
II.
OBJECTIVES


For the employee to know if their workers get satisfied on the working
place.
For them to maintain the satisfactory and the good value and good
behavior of the workers.
For them to know the thing if they work is not happy or not satisfied any
more on the working place.
To know the signs of the worker that not satisfied.
III.
CONTENTS


JOB SATISFACTION AND HUMAN BEHVIOR
 It is always presumed that a happy and satisfied worker in any kind of
organization is a productive worker. The workers attitude behavior and job
satisfaction are very important to the organization if the goals and
objectives are to be realized.
JOB SATISFACTION AND MORALE
 Job satisfaction is a set of favorable or unfavorable feelings, thoughts
emotion and intension with which workers view their work. Job satisfaction
is an affective attitude a feeling of relative like or dislikes toward the
overall job related factors regarding the working condition.
 Job satisfaction includes pay, fringe benefits interpersonal relations with
supervisors and peers, nature of tasks performed professional
development opportunities and the immediate working conditions.
Level of job satisfaction
 There are long term studies that indicate that the general job satisfaction
has been relatively high in some local organizations.
 The level of job satisfaction across groups is not constant but it is related
to a number of variables analysis of these relationships allows managers
to predict which groups are likely to exhibit the problem behaviors
associated with the problem behaviors associated with dissatisfaction.
WORKERS ATTITUDE AND THEIR EFFECTS
 Attitudes are manifestation and good predictors of human behavior .
Positive job attitudes can help to a great extent, predict constructive
behavior on the other hand satisfied workers may normally provide acts of
customer service beyond the call of duty have good work records, and
actively participate.
WORKER PERFORMANCE
 The performance level of a worker is measured by the quality of output
considering time and cost. The satisfaction-performance relationship is
more complex than the simple path of satisfaction leads to performance.
 It is inferred that a more accurate statement of the relationship is that high
performance contributes to high job satisfaction .this result lead to higher
economic and psychological rewards.
TURNOVER
 Worker turnover is usually expensive and most often, it is difficult to
replace workers who left. The remaining workers may be demoralized
from the loss of valued co-workers and consequently , both work and
social patterns may be disrupted to a great extent until replacements are
found.
ABSENCE AND TARDINESS
 Several studies reveal that workers who have low job satisfaction tend to
be absent more often .workers often resort to a variety of reasons such as
medical reasons, use of vacation time, sick leave and holidays to offset
their absences.
 A tardy workers is one who comes to work but arrives beyond designated
starting time, tardiness is a type of short period of absenteeism ranging
from a few minutes to several hours for the day.
THEFT
 Theft is the act of stealing the wrong taking and carrying away of property
of another.
VIOLENCE
 Extreme consequence of worker dissatisfaction may, to a certain extent,
exhibit various forms of verbal or physical aggression at work.
 Work stress can be a cause for violence.
 Low productivity turnover , absenteeism theft and violence are all typically
negative behaviors.
SURVEY DESIGN
 A systematic method to conduct surveys is very important .the steps are
the following ;
1. Identify reasons for the survey.
2. Obtain management commitment
3. Develop survey instruments.
4. Administer the survey
5. Tabulate results
6. Analyze results
7. Provide feedbacks to participants
8. Implement action plan.
Studies of job satisfaction usually gather data through survey questionnaires or
by interviews.
ISSUES ON JOB SATISFACTION SURVEY
 Job satisfaction survey procedures are more complicated than they
appear to be at first glance because it seems simple to get workers
response and then interpret them. Experiences show that careless errors
in survey design can seriously limit the usefulness of a survey .Reliability
and Validity are the two important components that serve as the backbone
of any effective study. Reliability is the capacity of the survey instrument is
reliable, we can be confident that any difference found between two
groups is real, and not the product of worker mood changes or widely
varying administrative procedures.
IV.

SYNTHESIS
The nature of worker attitude job satisfaction attitudes are the feeling and
beliefs that largely determine how workers perceive work environment and
to commit themselves to intended actions, and ultimately behave.

Job satisfaction has received much attention from both researchers and
managers, and they take a careful look at some of the effects of
satisfaction and dissatisfaction.
Management stays in touch with the level of worker satisfaction primarily
through face to face contact and timely method of determining the job
satisfaction level of individuals, but there are also a number of other
satisfactions indicate already available in an organization.

V.
REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong:
National Book Store
CHAPTER 9:
Team Building
And
Human
Behavior
I.
INTRODUCTION
Teamwork is needed in every organization in order to have an effective
management and to accomplish the organizational goals. It helps the
management to achieve their VMGO or the Vision, Mission, Goals and
Objectives. Teamwork happens when every member contributes to the task
through their knowledge, skills and abilities. An organization without teamwork is
like an eagle with injured wings. The organization without teamwork (like an
eagle with injured wings), can’t fly high towards its success. Organization is also
like a body system. When one or more parts of the system malfunctions, the
organization as a whole also malfunctions. This may result to the failure or
disease. So, to emphasize the importance of teamwork in the organization, this
report will discuss all about Team Building including its definition.
II.









III.
OBJECTIVES
To define Team Building and Teamwork.
To explain the Linking Pin Concept.
To discuss the process of Team Building and its typical stages.
To discuss process consultation.
To know how facilitators facilitate behavior.
To enumerate and explain the stages on team’s evolution.
To discuss the elements of effective teams.
To define the terms “Feedback” and “Self-managing Teams”.
To differentiate empowerment and participation.
CONTENTS
Team Building is a process of making teams more effective by encouraging
members to examine how they work together; identify their weaknesses and
develop more effective ways of cooperating.
Teamwork
Teamwork is a state that occurs when members:



Know their objectives
Contribute responsibly and enthusiastically to the task and
Support one another for the success of any undertaking.
LINKING PIN CONCEPT BY LIKERT
In an organization, the manager usually serves as the linking pin
connecting the managers group with the other members of the organization. If all
linking pin connections are in order, then the organization will operate smoothly
as an integrated whole. On the other hand, if there is a weakness anywhere in
the chain of linking pins, the tendency is that the organization will be less
effective. The entire organization can function more effectively when the
managers play the role of linking pins by way of uniting and serving. When
workers understand a manager’s role as a linking pin for the whole organization,
they can relate better to both their unit and the organization, and therefore,
become effective.
TYPICAL STAGES IN TEAM BUILDING
The team building process follows a certain pattern of participation of the team
members by providing data and then using the data for self examination. Here
are the stages in Team Building:
1.
2.
3.
4.
5.
Identification of a problem.
Collection of relevant data.
Data feedback and confrontation.
Problem solving experience.
On-the job application and follow-up.
Identification of a problem. Most often, a skilled facilitator usually assist the
members of the team in identifying, diagnosing and addressing the problem.
Collection of relevant data. In this stage, the data are collected from individual
group members.
Data feedback and confrontation. After data is collected, it is fed back to the
team for study. In the mean time, while the group works on development of action
and plans, members are encouraged to direct the equal attention toward the
group’s interaction process.
Problem solving experience. Team Building involves various types of
experiences. Some managers participate in week-long adventures such as
mountain climbing, water rafting, crossing over raging rivers on wire cables,
sleeping at night in the jungle, and other outdoor obstacle activities that involve
physical stamina as a challenge for survival and a number of participants believe
that the experience they acquired virtually prepares them for surviving
psychologically.
On-the-job application and follow-up. Participants learn to balance ones
strengths and weaknesses, and most often, strengthen the bonds of caring
among team members.
PROCESS CONSULTATION
Process consultation is a set of activities that help others focus on what is
currently happening in the organization. The process facilitator holds up a
“mirror” to team members and helps them see themselves in action.
TEAM EFFORT
Team Effort is a cooperative and coordinated effort by a group of persons acting
together as a team for a common purpose. Individual workers perform operating
tasks but, a majority of them work in regular small groups where their efforts
must fit together. When their work is interdependent, they act as task team and
try to develop cohesive cooperatives small group that is well-coordinated.
STAGES ON TEAMS EVOLUTION
1. FORMING. Members share personal information; start to get to know and
accept one another; and begin turning their attention toward the group
jobs. In this stage, courtesy usually prevails and interactions are cautious.
2. STORMING. Members for status and jockeys for positions argue about
appropriate directions for the group. Normally, external pressures often
interfere with the group, and tensions rise between individuals as they
interact and assert themselves.
3. NORMING. The group begins moving together in a cooperative way.
Group norms emerge to guide individual behavior, and cooperative
attitudes and feelings are evidently felt.
4. PERFORMING. The group eventually matures and learns to handle
complex challenges. Functional roles are identified and performed;
thereby, tasks are efficiently accomplished.
5. ADJOURNING. Even the most successful groups and project teams
usually disband sooner or later. This life cycle is called adjournment. This
is the period which requires dissolving social relations and returning to
permanent assignments.
Elements of Effective Teams
1. SUPPORTIVE ENVIRONMENT. This gives the members to think as a
team by providing adequate time for team meetings to interact and
demonstrate faith in the team members capacity to achieve.
2. SKILLS AND PRECISE ROLE. If these conditions are clear, members
can readily act as a team on the basis of the exciting requirements,
without waiting someone to give an order.
3. SUPERORDINATE GOALS. One major responsibility of managers is try
to keep the team members aware about the total task to be accomplished.
4. TEAM REWARDS. Rewards serve as motivation and can become a
potent factor for attainment of the group’s task.
Some guidelines to build successful teams
1.
2.
3.
4.
Selecting members for their complementary skills and potentials.
Developing clear rules of conduct and challenging performance goals.
Establishing a sense of urgency right from the first meeting.
Providing substantial time together in which new information is constantly
shared.
5. Providing positive feedback, recognition and rewards.
FEEDBACK
Feedback relates to the information from the job itself, management or other
workers that tell their fellow workers how well they are performing their assigned
tasks. It is important that the team members should have some feedback so that
they have useful data on which to base their decisions. Feedback usually
encourages workers to understand how they are seen by others within their team
and to take the necessary self-correcting action.
Feedback Exercise in One-Team Program
Participants are separated into two groups representing two different viewpoints
that exist in the team. Both members of the group are asked to develop answers
to the following questions:
1. What characteristics best describe our group?
2. What characteristics best describe the other group?
3. How will the other group describes us?
After the separate groups have prepared their answers, they assemble and
presents their answers to the other group. They give objective feedback about
their perceptions and impressions each group has of the other and the major
problems in the form of misunderstanding usually are uncovered. In the
representation of the problems that surfaced, no arguments are allowed. While
questions are accepted, it may be interesting to note that only those questions
purportedly clarify what the other group is saying.
The group again are separated to discuss the other two questions purportedly
clarify what the other group is saying.
The groups again are separated to discuss the other two questions that need
solutions:
1. How did these misunderstandings occur?
2. What can we do to correct them?
After the answers have been sought as a new feedback, two groups meet to
design and develop specific plans of actions for solving misunderstandings. Any
team can use process consultation and feedback for its self-development. The
continuous strategy for improvement through feedback is a cornerstone of total
quality management.
SELF MANAGING TEAMS
Self managing teams involve natural work groups that are given a wider range
of decision making autonomy and expected to control their own behavior and
results. This concept is also known as self-directing teams, self-reliant teams;
socio-technical teams or semi-autonomous work groups.
Ethical Dilemmas Within Teams

On team member appraisals. Do you tell a teammate what is bugging
you and risk offending the person, or do you withhold your feelings and let

the group suffer?
On member assistance. Several teammates stop to ask if you need any
assistance. You don’t, but if you continue rejecting their offers, will they

feel that you are not a team player?
On team selection. Your teammates want to hire new members who are
similar to themselves. This approach is tempting for compatibility reasons,

but how will you ever achieve greater diversity in the team.
On team perfection. Enormous time and effort has already been spent on
becoming an ideal team. However, you wonder if the team is losing its

focus on the customer through its dominant focus on process.
On team rewards. The team is rewarded on the basis of achieving its own
performance goals. Yet, you wonder if such rewards prevent the team
from seeing the larger organizational picture.
EMPOWERMENT AND PARTICIPATION
Empowerment is a process that provides greater autonomy to workers through
the sharing of relevant information and the provision of control over factors
affecting job performance.
Participation is a mental and emotional involvement of people in group
situations that encourages them to contribute to group goals and share
responsibility for them.
According to W. Alan Randolph, empowerment is not a magic; it consists of a
few simple steps and a lot of persistence.
James W. Ransom said that the formula for success rests with empowered,
dynamic efforts and approaches that facilitate involvement from all levels of the
organization.
Empowerment can help remove the conditions that cause powerlessness while
enhancing employee feelings of self- efficacy. Empowerment, as a process,
authorizes workers to cope with situations and enables them to take control of
problems as they arise.
FIVE STRATEGIES TO EMPOWERMENT
1. Helping employees achieve job mastery by giving proper training, and
guided learning experiences.
2. Allowing more control by giving workers a certain extent of discretion over
job performance and then holding them accountable for results.
3. Providing successful role models by allowing workers to observe peers
Remove conditions
of powerlessness
who already
perform successfully on the job.
Changes
4. Using social reinforcement and persuasion by giving workers praise,
Leadership
encouragement, and positive feedback to raise their confidence.
Reward System
5. Giving emotional support by providing them reduction of stress and
Job
anxiety through better role definition, task assistance, and sincere caring.
Perception of Empowerment
Competence
THE PROCESS OF EMPOWERMENT
High Value
PERFORMANCE
Job Meaning
Increase use of talent
Enhanced job-related self-efficacy
Job Mastery
Control and Accountability
Role Models
Reinforcement
Support
PARTICIPATION
Participation as a mental involvement of workers in group settings encourages
them to contribute their efforts and talents to achieve organizational goal. It may
be assumed that, probably, participation means more mental and emotional
involvement rather than muscular activity. When an individual participates, his
entire being is involved, not just his skill.
There are some managers who view that task involvement is for true
participation. They hold conferences ask opinions and ask suggestions from
workers; but some workers perceive their managers as autocratic leaders who
want no ideas. These empty managerial actions are referred to as
“pseudoparticipation”.
A second concept in participation is that it motivates workers to contribute
workers to contribute. They are empowered to release their own resources of
initiative, toward the objectives of the organization.
Lastly, participation encourages workers to accept responsibility in their group
activities. Responsibility builds teamwork. Participation, as a social process,
makes workers become self-involved in the ideals of the organization. The idea
of getting the group work together as a team is a key step in developing it into
successful work unit.
ORGANIZATIONAL STRUCTURE AND PROCEDURE
The organizational structure defines the formal relationship and use of people
in the organization. Different task are required to achieve the desired goals and
objectives of the organization. Managers, supervisors, accountants, auditors and
various workers have to be related in some organizational structural way so, that
their work can be effectively coordinated.
The other basic way in which work which relates to the flow of work and other
activities from one operation to another is known as procedure. Other names are
“method”, “system” and “work flow.” Work flow has many behavioral effects
because it sets workers in interaction as they perform their respective tasks.
System design and teamwork are the important procedures which require
workers to work together as a team.
IV. SYNTHESIS
Team Building is a process of making teams more effective through the
encouragement of members to cooperate in a given task or to have teamwork. It
is needed in order to achieve productive organizational results. According to
Likert’s Linking Pin Concept, the manager serves as the linking pin connecting
the manger’s group with other members. As a process, it follows a certain
pattern. It starts from the identification of problem. Then, data is collected and fed
it back to other members. Then, problem-solving experience such as water
rafting should be done. The last step is the on-the-job application and follow-up.
A process facilitator is needed to examine how teams perform their tasks through
process consultation. Another approach in team building is the team effort. It is
defined as a cooperative and coordinated effort of teams with a common cause.
Team’s evolution has five stages- forming, storming, norming, performing and
adjourning.
There are important elements of effective teams to maintain. These are the
supportive environment; skills and precise role; superordinate goals and; team
rewards.
One of the guidelines of successful teams is providing positive feedback.
Feedback relates to information from job itself, management, or other workers
that tell their fellow workers how well they are performing their assigned tasks.
Empowerment is a process that provides greater autonomy to workers through
the sharing of relevant information and the provision of control over factors
affecting job performance. On the other hand, participation is a mental and
emotional involvement of people in group situations that encourages them to
contribute to group goals and share responsibility for them.
V.
REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong: National
Book Store.
CHAPTER 10:
Organizational
Behavior
And
Conflict
I.
INTRODUCTION:
Human behavior is the study and application of knowledge about how
people as individuals and as a group acts and behave within the organization.
In this report we can understand organizational behavior and the causes of
conflicts were organizational behavior provides a useful set of tools at many
levels of conceptual analysis to help managers look at behavior of individuals
within the work environment.
II.
OBJECTIVES:




III.
to understand human behavior
to describe organizational behavior
to understand conflict and its causes
to describe what are the different kinds of power
CONTENTS:
Organizational Behavior – as an applied science, is a scientific discipline which a
large number of research studies constantly add to its knowledge base.
Goals of Organizational Behavior

To describe – to describe systematically how people behave as they

interact with one another.
To understand – is to understand why people behave differently from one

another.
To predict – is to predict future worker behavior so that an appropriate

course of action may be employed.
To control – to control and develop human activity at work.
Conflict – is any situation in which two or more parties feel themselves in
disagreement.
The progressive stages of development of conflict

Latent Conflict – At the initial stage of conflict, the basic condition exists

but have not yet been recognized.
Perceived Conflict – the cause of the conflict is recognized by one or both

of the participants.
Felt Conflict – Tension began to build between the participants, although

seemingly, there is no struggle yet.
Manifest Conflict – The struggle is underway; and the behavior of the
participants makes the existence of the conflict apparent to others in the

organization who may not be directly involved.
Conflict aftermath – The conflict is ended by a resolution or by
suppression. This may establish new conditions that might lead to either
better cooperation or to a new conflict that may be more disastrous or
violent in nature.
Three types of conflicting goals

Mutually exclusive positive goals – goal conflict results when a person is
motivated toward two or more positive, mutually exclusive goals at the

same time.
Positive-negative goals – this conflict exists when an individual tries to

achieve a goal that has both positive and negative results.
Negative-negative goal – in this particular situation the individual tries to
avoid two or more negative, mutually exclusive goals.
Levels of Conflict
1. Intrapersonal Conflict – When others have different perceptions or
expectation of a person’s role, that person tends to experience role
conflict.
2. Interpersonal Conflict –this kind of conflict is a very serious problem to
many people because it deeply affects the individual feelings and
emotions.
3. Intergroup Structural Conflict – In any kind of organization, intergroup
conflict between two departments usually create some problems. Such

conflicts are similar to war between juvenile gangs.
Communication barriers – Semantics difference can cause conflict. The
meaning of the word in the communication process should be clear and

definite.
Goal segmentation and rewards – Every functional unit of an organization
has different functional objectives. Normally these can be the source of

conflict; and when it emerges, may seem to be personality clashes.
Unequal department dependence – Most often department dependence is

unequal and normally, brings out conflict.
Mutual departmental dependence – In some cases, two departments of an
organization are dependent on each other for the accomplishment of their

respective objectives which may be potential for structure conflict.
Functional unit and the environment – Functional units perform various

tasks and cope with the different areas of the environment.
Issues and existing problem level – In this particular case, conflict may
provide a clue that a critical problem between two department needs to be
resolved.
Causes of Conflicts

Organizational change – People have different perspectives over the
direction to go, the way to take, the resources needed and the probable

outcome.
Personality clashes – Individual differences is a basic concept affecting
organizational behavior. Since every individual has its own interest, tastes

and varied purposes in life, personality differences can cause conflict.
Different set of values – Values are ideals that arise from an emotional
response for or against a certain thing, if they are the experiences of

ultimate ends, goals and purposes of social actions.
Threat to status – Status is a term used by sociologists to refer to any of
the full range of socially defined positions within a large or society.

Contrasting perceptions – Perception is the act of apprehending by means
of the senses or the mind. It is a unified awareness derived from sensory

process while a stimulus is present.
Lack of trust – Trust is a belief in and reliance on the integrity, and the
ability of a person or thing; it is the condition of one to whom something

has been entrusted.
Role dissatisfaction – Another source of structure conflict is also produced
through role dissatisfaction. Professionals in any kind of organization with
satisfactory performance who receive little recognition and have limited

opportunities for advancement may initiate conflict.
Role ambiguity – Ambiguities in the description of a particular job of
employees can lead to structural conflict. This occur when the credit or
blame for the success or failure of a particular assignment cannot be
determined between two units, conflict is likely result.
Managing Conflict
1. Avoiding – is the physical or mental withdrawal from a conflict. This reflect
a low concern for either party’s outcomes and often results in a lose-lose
situation.
2. Smoothing – is accommodating to other party’s interests. Smooth over the
conflict and pretend that it does not exist. This strategy basically places
great emphasis on concern for others, usually to one’s detriment, resulting
in a lose-win result.
3. Compromising – is characterized by mutual agreement of both parties to
give into or give up some demands to promote harmonious relationship.
This strategy reflects a moderate degree of concern for self and others
with no clear-cut result.
4. Forcing – is employing power tactics to win. This strategy relates to
aggressiveness and dominance to attain personal benefits at the expense
of other party resulting in a win-lose situation.
5. Confronting – is to face the conflict directly and work with it through a
mutually satisfactory resolution. This strategy is also referred to as
problem-solving. This approach seeks to minimize the achievement of
both the party’s goals, thus coming to a win-win result.
Power and Organizational Politics
Organizational politics – is the use of the various behavior that enhance a
person’s influence and self interest.
Power - is the ability to influence other people.
Classification of Power

Personal power – is also referred to as referent power, charismatic power

and personality power.
Legitimate Power – is also referred to as position power. This comes from

higher authority of the organization.
Expert Power – is also referred to as the authority of knowledge and
expertise that comes from specialized training. This is the power that
arises from an individual’s acquired knowledge and information about a

complex situation.
Reward Power – is the capacity to control and administer items that are
valued by another. It stems from a person’s ability to give pay raises;
recommend someone for promotion in rank or transfer, or even make
favorable work schedules and assignments.
IV.
SYNTHESIS
This report is about conflict on how we can describe different personalities
of people and how we can handle them. It is important that we know and
understand conflicts and the different factors about organizational behavior
for we are also soon to be employed or even to be a manager. Goals of
organizational behavior is one of the contents of these report were we can
understand why we are studying organization and its behavior. The conflict
and the different levels of it that can open our eyes to some problems that we
might encounter and we might also not noticed that it is happening right now.
As a student it necessary for us to learn and understand about organizational
behavior and conflict.
V.
REFERENCES:
Zulueta, F.(2004). Human Behavior in Organization,Mandaluyong:
National Book Store.
CHAPTER 11:
Stress
Counseling
And
Human
Behavior
I. INTRODUCTION
Human behavior is the term used to describe a person's actions and conduct.
Stress affects human behavior. Anything that poses a challenge or a threat to
our well-being is a stress. Some stresses get you going and they are good for
you, without any stress at all many say our lives would be boring and would
probably feel pointless. However, when the stresses undermine both our mental
and physical health, it triggers us to do things that we won’t want to do.
II. Objectives




To discuss the effect of Stress in Human Behavior
To know what are the common causes of Organizational Stress
To discuss the Approaches on Stress Management
To discuss ways on how to prevent Stress
III. Content
Stress is defined as the mental or physical condition that results from a
perceived threat or danger (physical/emotional) and the pressure to remove it.
Burnout is the condition that occurs when work is no longer meaningful to the
individual and this can result from stress or may be other work-related or
personal factors.
Common Sources and Causes of Organizational Stress:
-
Job Mismatch
Conflicting Expectations
Role Ambiguity
Role Overload
Fear/Responsibility
Working Conditions
Working Relationships
Alienation
Trauma is the startling experience that has a lasting effect on mental life.
Frustration is a result of a motivation or drive being blocked to prevent one from
reaching a desired goal.
Types of Reaction to Frustration
-
Aggression – when an individual feels his being blocked by his supervisor,
he may become aggressive by demanding treatment or may threaten to
-
appeal to higher management
Apathy – he becomes pathetic, by not responding to his job or co-workers.
Withdrawal – requesting a transfer or quitting the job
Regression – less mature behavior by reversing to less adapted behavior
-
and feeling such as self-pity.
Fixation – it is the state in which an individual becomes obsessed with an
-
attachment to another human, an animal, or an inanimate object.
Physical Disorders – a physical disease that is thought to be caused, or
made worse, by mental factors
Approaches to Stress Management
-
Biofeedback – workers undergo medical guidance and learnfrom
instrument feedback to influence symptoms of stress.
-
Sabbatical Leaves – provisions to workers of paid or unpaid time from
work to encourage stress relief and personal education for development.
This is another method, workers return emotionally refreshed; feels
-
rewarded and valued by the management.
Counseling – discussion of the problem, that prevents a worker from doing
his job efficiently.
o Functions of Counseling
 Advice
 Reassurance
 Communication
 Emotional Catharsis
 Clarified Thinking
 Reorientation
o Types of Counseling
 Direct Counseling – listening to workers problem, deciding
with the workers what should be done and then telling and

motivating the worker to do it.
Non-Directive Counseling –
skillfully
listening
and
encouraging a counselee to explain troublesome problems,
understand

the
problems
and
determine
appropriate
solutions.
Participative Counseling – mutual counselor-counselee
relationships that establishes a cooperative exchange of
ideas and opinions to help solve a counselee’s problems.
IV. Synthesis
This report tackles on how stress affects human behavior. Stress can be the
main source of your downfall, in a workplace stress is normal, excessive stress
can interfere with your productivity and impact your physical and emotional
health. And your ability to deal with it can mean the difference between success
or failure. Stress can be prevented or can be lessen, in this chapter, it discusses
how stress can be showed on others and also the ways on how you can treat
and prevent stress.
V. Reference
Zulueta, F.(2004). Human Behavior in Organization, Mandaluyong:
National Book Store.
CHAPTER 12:
Organizational
Change
And
Development
I.
INTRODUCTION
Over the years, organizations differ in the approaches and in the quality of the
system they develop and use to maintain the desired results they would like to
maintain. Perceptive managers utilize various models of organizational behavior
so that the individual worker and the organization must come to terms with each
other by the individuals’s accepting and facilitating the attainment of the purpose
of the organization and the organization’s satisfying the needs of the individuals.
There are a number of models of organizational behaviorsystem that have been
adopted purportedly premised to test the effectiveness that they employ.
The long-term success of an organization depends on its ability to adapt to
change. Change may be prompted by the workforce, the economy or new
technology. Instead of injecting training or education into one aspect of the
company, organizational development takes a holistic approach to managing
change. Plans are specific to the organization, built on research and contain
measurements to evaluate effectiveness.
II.
OBJECTIVES

Appreciate the forces that lead to organization change and the various

impediments to change that arise during the change process
Distinguish between evolutionary and revolutionary change and identify

the main types of each of these kinds of change processes
Discuss the main steps involved in action research and identify the main

issues that must be addressed to manage the change process effectively
Understand the process of organization development and how to use
various change techniques to facilitate the change process
III.
CONTENTS
Rationale of change
Today, organizations encounter a variety of dramatic changes in structure,
financing, marketing strategies, and upgrading their technology and other
equipment. Some organizations have experienced mergers o hostile takeovers,
while others have virtually resorted to devastating downsizing programs resulting
in psychological and economic effects on their workers. It is in this context, that,
in order for organizations to survive, they need to institute organizational change.
The advancement of science and the breakthrough of technology require the
faster acceleration of change required by the electronic age. The shift to service
economy and the growth of global competition have made the solution this
question even more important.
Change process
Change, like life, is a process. It is evolution, growth transformation and
development. It is learning and unlearning, appreciating, criticizing, preserving
and altering. It may be a decline and renewal. Change as a process is increasing
awareness – of possibilities, new resources, and new directions. Change and
development as process is founded on the increasing knowledge of the needs to
be satisfied, rights to be respected, and the possibility for sustained growth and
organizational transformation.
This involves a process of initiative, planning, organization, staffing, directing,
controlling and budgeting. How productivity will be increased, how fruits of
production will be equitably distributed among the personnel, what and how
services will be reformed will certainly depend on the dictates of the philosophy,
vision, mission and dynamics of the organization.
Work change. The nature of working change may be any alteration that
management instituted in the work environment. Changes may lead to pressure
and conflicts that may eventually cause a breakdown somewhere in the
organization. A typical example is an employee who was disillusioned with the
operation, organization and resigns. While at some kind of opposing forces in the
environment causing disequilibrium, this will require them to make new
adjustments. This state of disequilibrium occurs when workers are unable to
make adequate adjustments.
Resistance to change
Apparently, change, as a process of transformation, is inevitable; and , as an
enduring force, it may be constructive or destructive with the emergence of
multifarious forces; e.g., scientific and technological, industrial, economic, social
and political.
Two kind of resistance to changes

INDIVIDUAL RESISTANCE- individual sources of resistance to change
reside in basic human characteristics such as perceptions, personalities&
needs. Reasons of individual resistance Economic reason- the economic
reason of resistance to change usually focus in: fear of technological
unemployment. Fear of reduced work hours& consequently less pay. Fear

of demotion & thus reduced pay
ORGANIZATIONAL RESISTANCE- organizations, by their very nature
are conservative. They actively resist change. Reason of organizational
resistance resources are major constraints for many organizations. The
necessary financial, material& human resources may not be available to
the organization to make the needed changes. Structural inertia – some
organizational structures have in – built mechanism for resistance to
change. e.g. in bureaucratic structure where jobs are narrowly defined &
line of authority are clearly spelled out, change would be difficult.
Alvin Toffler
A futuristic thinker , social critic, and educator revolutionaries the world with his
books: future shock focused onthe proces of change . the third wave discussed
the direction of changes, and how these changes will be done.
Toffler is a former associate editor of Fortune magazine. In his early works he
focused on technology and its impact through effects like information overload.
He moved on to examining the reaction to changes in society. His later focus has
been on the increasing power of 21st-century military hardware, the proliferation
of new technologies, and capitalism.
He founded Toffler Associates, a management consulting company, and was a
visiting scholar at the Russell Sage Foundation, visiting professor at Cornell
University, faculty member of the New School for Social Research, a White
House correspondent, an editor of Fortune magazine, and a business consultant
Toffler is married to Heidi Toffler, also a writer and futurist. They live in the Bel
Air section of Los Angeles, California, just north of Sunset Boulevard.
The couple’s only child, Karen Toffler, (1954–2000), died at the age of 46 after
more than a decade suffering from Guillain–Barré syndrome.

First Wave is the society after agrarian revolution and replaced the
first hunter-gatherer cultures.

Second Wave is the society during the Industrial Revolution (ca. late 17th
century through the mid-20th century). The main components of the Second
Wave society are nuclear family, factory-type education system, and the
corporation. Toffler writes: “The Second Wave Society is industrial and based
on mass production, mass distribution, mass consumption, mass education,
mass media, mass recreation, mass entertainment, and weapons of mass
destruction. You combine those things with standardization, centralization,
concentration, and synchronization, and you wind up with a style of
organization we call bureaucracy.”

Third Wave is the post-industrial society. According to Toffler, since the
late 1950s, most nations have been moving away from a Second Wave
Society into what he would call a Third Wave Society, one based on
actionable knowledge as a primary resource. His description of this (superindustrial society) dovetails into other writers' concepts (like theInformation
Age, Space Age, Electronic Era, Global Village, technetronic age, scientifictechnological revolution), which to various degrees predicted demassification,
diversity, knowledge-based production, and the acceleration of change (one
of Toffler’s key maxims is "change is non-linear and can go backwards,
forwards and sideways").
Reasons why workers resist. Workers normally resist changes for three
reasons
I.
They may not be comfortable with the nature of change. Some workers
may violate their normal belief system: they might believe that the
decision of management is disadvantages to their welfare. Others
II.
resist change for fear and anxiety as a threat to their job security
Workers resent having been ill-informed or they may resist the
authoritarian approach of the manager. The introduction of change
III.
may revolve around a perception of positioning
The third reason is the perception of inequity – while others may gain
some benefits for the change , others may not.
The resistance to change will be evidently felt, especially if all three reasons exist
– the nature of change , the method use, and the perceptions of inequity,
because workers do not see any personal gain for themselves.
Forms of resistance
I.
Rational resistance. This form of resistance is perceived by workers to
be based on disagreement of facts, rational reasoning, logic and
science. Logical resistance arises from the actual time and effort
required to adjust to the new demands such as job duties that need
new skills to be learned. These are considered costs on the part of the
II.
workers.
Psychological resistance. This psychological resistance basically
involves
workers
emotion,
attitudes,
and
sentiments.
This
psychological resistance is internally “logical from the personal view of
the workers’ attitudes and feeling about change. Workers may fear the
unknown, mistrust management’s leadership style, or feel that their job
security is threatened. While it may be inferred that management may
believe that there is no justification for these feelings, they seem to be
very real and evident to the workers, and therefore, managers must
III.
deal and confront them.
Sociological resistance.
Sociological
resistance
involves
group
interests, norms and values. In as much as social values are powerful
forces in the environment, they must be looked into and be carefully
considered. The political groupings, labor union values and the
prevailing community values, work camaraderie, status relationship,
“shared feelings” may also be disrupted by change. Managers must
exert effort to make these conditions as favorable as possible if they
intend to deal successfully with sociological problems related to
change.
Implication of resistance to change
There are certain implications of resistance to change and all three types of
resistance must be anticipated and treated effectively if employees are to accept
change cooperatively. Administrators should not only focus their priority on the
technical dimensions but also on their human responsibilities
- most especially psychological and sociologist factors for these are critically
important to the success of the proposed change. Managers must exert every
effort to seek a climate in which workers trust their manager , have a positive
feelings toward.
Leadership
Some changes originate within the organization itself and others through the
regulatory laws enacted by proper authorities such as laws and ordinances.
Competitors introduce new services and the organization must respond.
Transformational leaders
Are the managers who are futuristic in outlook and initiate bold strategic changes
to position the organization for its future.
Possess the ability to create and communicate a clear vision for the
organizational behavior and goals.
Communicating charisma
Charisma is the special quality that gives an individual influence over a group of
people. It is a leadership characteristic that can help influence workers to
respond and sustain an action. Charismatic leaders are able to demonstrate a
wide range of professional expertise, self – confidence, high performance level
and use some inspiring behavior to arouse a feeling or thought of other persons.
Steps in change
There are three steps in managing change and these are unfreezing, changing
and refreezing.

Unfreezing – is a process that simply means that old idea and practices
need to be changed so that new ones can be adopted for use. This step of
getting rid of old practices may be as difficult as learning the new ones it
may seem an easy step to overlook old ideas and practices while

concentrating on the proposed change
Changing – is a process that basically means the step in which the new
ideas and practices are being learned. It involves helping the workers
think, reason, and perform new task. The changing process may result in
confusion, disorientation, and distortion of information are perceived by
the workers, overload and perhaps despair. The changing step is usually

anticipated with anxiety, hope, discovery, eagerness and excitement.
Refreezing - is a process, which mean that what has been learned, is
integrated into actual and meaningful practice. The new practices are
welcomed by the workers and are embarrassed and incorporated into the
workers routine behavior.
Support-need for change
The support-need to be built before, during and after a change is extremely
necessary from a long term success of the change program. The use of group
forces for effectiveness change is focused not only on a particular individual but
also on the group itself. The group can be potent instrument to bring strong
pressure on its members change.
Rationale for change
The effectiveness leader reinforces a climate of psychological support for change
and this change is premised on the basis of impersonal requirements of the
prevailing condition rather than on personnel grounds.
Participation
Full participation of the workers is a basic requirement to build support for
change. During the intersection process, workers are encouraged to discuss and
articulate their views and make some suggestions.
Shared reward
Another way of building support for change is that there are adequate rewards for
workers when change is implemented. If the change will bring them a windful of
gains, they become enthusiastic about the change.
Rewards give workers a sense that progress accompanies change. Both
economic and psychic rewards are used because workers apreciate a pay
increase and emotional support, training of new skills and recognition of their
efforts by management.
Workers security
Security during a change is very important among workers. A number of
managers guarantee that workers right should be protected the information of
new technology and new methods might reduce the earnings of workers.
Communication
Communicating applies to all phases of management. The communicating
function is the means by which social inputs are fed into social system.
Stimulating worker’s readiness
This approach of building support for change is premised on the assumption that
change is more likely to be accepted if the workers affected by it recognize a
need for it before it occurs.
Guidelines for managing change
1. Make only necessary and useful change.
2. Teach workers to expect continual change and need to develop
new skills
3. Change by evolution gradually, not revolution dramatically.
4. Recognize the possibility of resistance to change and develop
appropriate and positive strategies for confronting and containing
each source of resistance.
5. Involve workers throughout the change process to diminish
resistance.
6. Share the benefits of change to workers.
7. View the organizational change as an essential process, and pay
particular attention to the unfreezing and freezing stages.
8. Diagnose the problems remaining after a change occurs, and treat
them properly.
9. Recognize that the primary purpose of change is to improve
performance results.
These guidelines for managing change can be a very useful method of achieving
the objectives of the organization for development. According to Douglas k. Smith
the key challenge is to get workers at all levels to acquire new skills and adopt
new behavior while sustaining continuous performance improvements.
Organizational development (OD)
Is the systematic application of behavioral science, knowledge and information at
various levels to bring about planned change. Understanding organizational
development and its primary objectives include a higher quality of work
performance, productivity, adaptability and effectiveness
- is a deliberately planned, organization-wide effort to increase an organization's
effectiveness and/or efficiency and/or to enable the organization to achieve its
strategic goals. OD theorists and practitioners define it in various ways. Its
multiplicity of definition reflects the complexity of the discipline and is responsible
for its lack of understanding.
Assumptions on organizational development
There are set of assumptions that management practitioners make in order to
guide their actions. These assumptions have to be examined carefully so that
manager should be aware of the impact underlying organizational
The common assumptions underlying organizational development are described
below:
For individuals



People want grow and mature
Workers have much to offer that may not be used at work
Most workers desire the opportunity to contribute
For groups



Groups and teams are critical to organizational success
Groups have powerful influence on human behavior.
The complex roles to be played in-groups require skill development.
For organization



Excessive controls, policies and rules are detrimental.
Conflicts can be functional, if properly channeled.
Individual and organizational goals can be compatible
OD Case study
A classic example of how OD can change an organization for the better is the
initiative undertaken by General Motors Corp. at its Tarrytown, New York, auto
assembly plant in the 1970s. By the late 1960s, Tarrytown had earned a
reputation as one the least productive plants in the company. Labor relations and
quality were at an all-time low, and absenteeism was rampant, when GM finally
decided to take action.
Realizing the seriousness of the situation, plant managers tried something new—
they sought direct input from laborers about all aspects of the plant operations.
Then they began to implement the ideas with success, sparking interest in a
more comprehensive OD effort. Thus, in the early 1970s, GM initiated a qualityof-work-life (QWL) program, an OD program that integrates several types of
interventions. The goal of QWLs is to improve organizational efficiency through
employee well-being and participative decision-making.
In 1973, the union leaders signed a "letter of agreement" with management in
which both groups agreed to commit themselves to exploring specific OD
initiatives that could improve the plant. The plant hired an outside consultant to
oversee the change process. The initial research stage included a series of
problem-solving training sessions, during which 34 workers from two shifts would
meet for eight hours on Saturdays. Those meetings succeeded in helping plant
managers to improve productivity. Therefore, in 1977 management increased the
scope of the OD program by launching a plant wide effort that included 3,800
managers and laborers.
IV.
SYNTHESIS
Today, teams and organizations face rapid change like never before.
Globalization has increased the markets and opportunities for more
growth and revenue. However, increasingly diverse markets have a wide
variety of needs and expectations that must be understood if they are to
become strong customers and collaborators. Concurrently, scrutiny of
stakeholders has increased as some executives have been convicted of
illegal actions in their companies, and the compensation of executives
seems to be increasing while wages of others seems to be decreasing or
leveling off. Thus, the ability to manage change, while continuing to meet
the needs of stakeholders, is a very important skill required by today's
leaders and managers.
V.
REFERENCES
Zulueta, F. (2004). Human Behavior in Organization. Mandaluyong: National
Book Store.