LESSON 1 ORGANIZATIONAL from.

interpersonal relations of the people as they

• Act of Man – is performed by one who is forced interact.
SYSTEM AND HUMAN BEHAVIOR to do so at the risk of his GOALS OF ORGANIZATIONAL
Human Behavior own life, if he does otherwise; he does not have any
other alternatives to BEHAVIOR
• Any act of an individual person which is considered
choose from. 1. To describe – how people behave as they interact
human behavior is a
Reasons for studying Human Behavior with one another.
reflection of his thoughts, feelings, emotions,
• In order to have an understanding of the actions 2. To understand – why people behave in varied
sentiments whether conscious or
of people. manners.
not.
• The need to understand the behavior of others, Ex.“Manager should be able to understand the
• It mirrors his needs, values, motivation,
especially those we come in reasons behind the actions
aspirations, conflicts and state of life.
contact with, and the need to anticipate and of their employees”.
Behavior
predict how others may act in certain 3. To predict – to predict the future employee
• Consists of all human activities.
situation are important since we are affected by behavior so that an appropriate
• Human behavior occurs anywhere and everywhere
their actions. course of action maybe employed.
o At home
• It provide data and information which may be 4. To control – for the manager to develop human
o In school
needed for improved productivity, activity at work.
o In the work setting
for rational decision and policy making, for better Note: if you are the Manager or Boss of a company,
o In church
planning and organizing you are held responsible for
o In a social clubs
personnel and human resources recruitment, performance results of the employees within the
o In a professional organization
screening, selection, promotion and organization; they should be interested
Therefore, it is universal and is at the core of
development . in every employee’s behavior, attitude, skill
leadership, followership, communication,
• We look not only into the personality of others development, team effort and productivity.
decision making and the process in the organization.
 The principle and concepts that underlie behavior but into our own personalities as 2 main approaches to the study of
well.
are basic. It is their human behavior
implementation and practice that differ from group • To know the reason why we think, feel, act, speak
1. Philosophy – base on speculation and logic
to group or from one country to and talk in certain ways.
2. Physiology – base on experimental observation
another it is known as culture-laden behavior. Organizational Behavior Methods use in studying human behavior
Ex: the Americans offer flowers to their dead; while • The study and application of knowledge about how 1. Experiments
the Chinese placed food on top people as individuals and as 2. Surveys
of the tomb. Note: Reverence for dead is universal. groups act and behave within the organization. 3. Case methods
It is how each culture manifests • It strives to identify ways in which people act It makes use of 1. Observation 2. Interview 3.
it that spells the difference. more effectively. Interview schedule 4. Questionnaire
 Human Behavior is also called Human Act which is • Provides a useful set of tools at many levels of 5. Check list 6. Scales psychological test 7.
different from Act of Man. analysis to help managers look Statistics
• Human Act – when man/person performs an act at the behavior of individuals within the
4 forces or elements affecting
with free will; he is environment.
Organizational Behavior
responsible for such act which is performed with • It also aids them in their understanding of the
alternatives to choose complexities which affect the
1. People – make up the internal social components such as government, but in the final analysis; they are part of one
human system, making up a
system in an organization; the system military, school, family and other
whole person with different skills, knowledge and
consists of individual and groups, large or organizations. social and cultural
small, with different values and People backgrounds.
Environment Environment 4. Motivated person – this may be as a result of a
orientation.
Organization normal behavior that has certain
o Organizations exist to serve people; Structure Technology causes and these may relate to an individual’s need.
people do not exist to serve Environment o People are motivated by want.
Note: When people join together in an organization o John Maxwell
organizations.
to accomplish an “Self motivation is the power that raises a man to
2. Structure – defines the formal objective, some kind of structure is required; people any level he seeks”
relationships and use of human resources also use technology to “Successful people are self starters, they are
in an help get the job done; so there is an interaction of internally motivated and hard
people, structure and working even if no one is supervising them”
organization.
technology, these elements are influenced by their 5. Desire for involvement – every person wishes to
o People have to be related in some environment. feel good himself. This personal
structural way so that their tasks can Basic concept of organizational system human desire is reflected in his drive for self-

be effectively coordinated. and human behavior efficacy.

1. Individual differences – a person is a distinct o This is the belief that everybody has the necessary
3. Technology – technology has a individual; he is unique and different capabilities to perform a
tremendous influence on working from others. certain task, fulfil role responsibilities and
o Every individual experiences after birth tend to expectations, make meaningful
relationships. It
make people even more and rewarding contributions to the organization, and
provides the resources with which people different from one another. meet challenging
work and affect the tasks they perform. 2. Perception – is the act of faculty apprehending situations successfully.
o The great benefit of technology is by means of the sense or of the 6. Value of persons – People want to be given
mind. preferential value for their skills and
that it allows workers to perform much
o It is the unique way in which an individual abilities with opportunities for their development.
better work. perceives, organizes and o People are the most difficult to control in any
4. Environment – All organization interprets with his eyes things around him. type of organization, therefore
3. Whole person – when a person joins an they deserve to be treated with extra care because
operates within an internal and external
organization, he is hired not only they have feelings and
environment. because of his brains but, as a whole, person emotions.
o Organization is a part of a bigger possessed with certain Organizations and Social System
system that contains many other characteristics. • Organizations are social systems for they are
o Different human traits and other characteristics organized on the basis of mutual
related
can be studied separately; interest.
Ex: Employer and worker relationship.
Social system employees to active support of their organizational understand as many of the intervening factors as
• A complex set of human relationships interacting growth and possible that affects an
in many and different ways. development. individual’s behavior in the work environment.
• His behavior is influenced by the group he belongs 2. Contingency Approach o Existing problems are analyzed in relation to the
to and by his personal o The strength of this approach is that it total condition affecting
drives and aspirations. encourages a thorough analysis of the entire organization rather than treating the
Mutual interest every situation prior to action and at the same problem in an isolated
• Organization needs people and people also need time, discourages virtually case.
organization. habitual practice based on universal assumptions  Effective management can best be achieved
• Mutual interest provides super ordinate goals for about people. through the proper understanding
employees, for the o Many management experts and practitioners and utilization of the human resources, contingency,
organization and for society. perceived that there is no result-oriented and system
Ethics longer one best way. approaches.
• It is a system of moral principles. o This approach is also more interdisciplinary, more  Organizations are social systems; it combine
• The rules of conduct recognized in respect to a system-oriented and science and people, technology
particular class of human actions more research-oriented than the traditional and humanity.
or a particular group. approach.  There are no simple cookbook formulas for
Ex. Many companies and corporations have 3. Result-oriented Approach working with people. all that can be
established codes of ethics and also o All organization whether political, social, economic done at present is to increase understanding and
publicized statements of ethical values or religious, needs to skills so that human
o When organizational goals and actions conform accomplish desirable results. relationships at work can be upgraded.
with ethical standard, o The principal objective for organizations to survive Characteristics of a Healthy
organizational and social objectives are met. is to produce the
Four basic approaches in organizational necessary output. Organization:
behavior o Productivity is measured in terms of economic 1. Objectives are so widely shared by the members
1. Human Resources Approach inputs and outputs. and there is a strong and consistent
o The philosophy of this approach is developmental. o Better organizational behavior can naturally flow of energy towards those objectives.
o Specifically designed and concerned with the improve job satisfaction. 2. People feel free to signal their awareness of
growth and development of 4. System Approach difficulties because they expect the
people in order to achieve higher levels of o This approach is a type of behavioural approach in problems to be dealt with and they are optimistic
competency, creativity, and which the manager that these problems can be solved.
fulfilment. takes a holistic perspective of the whole subject. 3. Problem-solving is highly pragmatic. In attacking
o In order for this approach to be successful, o Holistic organizational behavior interprets people- problems, people work informally and
employers should be more organization are not preoccupied with status, territory, or
responsible by creating an organizational climate relationships in terms of the whole person, whole second guessing “what higher management
conducive for all group, whole will think.” A great deal of non-conforming behavior
members. organization and whole social system in its total is tolerated.
o Under this approach, the manager’s role changes cooperative effort to 4. The judgement of people lower down in the
from control of organization is respected.
5. Collaboration is freely entered into. People readily and often give way to new ones. and lack concern for one another. There is an
request the help of others and are Characteristics of an Unhealthy Organization: undercurrent of fear.
willing to give in turn. Ways of helping one another 1. Little personal investment in organizational 13. People feel locked into their jobs. They feel stale
are highly developed. Individuals and objectives except at top levels. and bored but constrained by the need
groups compete with one another, but they do so 2. People in the organization see things going wrong for security. Their behavior, for example, in staff
fairly and in the direction of a shared and do nothing about it. Nobody meetings, is listless and docile. It’s not
goal. volunteers. Mistakes and problems are habitually much fun. They got their kicks elsewhere.
6. When there is a crisis, the people quickly band hidden or shelved. People treat each 14. The manager is a prescribing father to the
together in work until the crisis departs. other in a formal and polite manner that masks issues organization.
7. Conflicts are considered important to decision – especially with the boss. Non 15. The manager allows little freedom.
making and personal growth. They are conformity is frowned upon. People talk about office 16. Minimizing risks has a very high value.
dealt with effectively, in the open. People say what troubles at home or in the halls, not 17. “One mistake and you’re out.”
they want and expect others to do with those involved. 18. Poor performance is glossed over or handled
the same. 3. People at the top try to control as many decisions arbitrarily.
8. There is a great deal of on-the-job learning based as possible. They become 19. Organizational structure, policies, and procedures
in the willingness to give, seek, and bottlenecks, and make decisions with inadequate encumber the organization. People
use feedback and advice. People see themselves and information and advice. People take refuge in policies and procedures, and play
others as capable of significant complain about manager’s irrational decisions. games with organizational structure.
personal growth and development. 4. Managers feel alone in trying to get things done. 20. Traditional.
9. Joint critique of progress is routine. Somehow, orders, policies and 21. Innovation is not widespread but in the hands of a
10. Relationships are honest. People do care about procedures do not get carried out as intended. few.
one another and do not feel alone. 5. The judgement of people lower down in the 22. People swallow their frustrations: “I can do
11. People are “turned on” and highly involved by organization is not respected outside the nothing. It’s their responsibility to save the
choice. They are optimistic. The work narrow limits of their jobs. ship.”
place is important and fun. 6. Personal needs and feelings are side issues.
12. Leadership is flexible, shifting in style and person 7. People compete when they need to collaborate.
to suit the situation. They are very jealous of their area of
13. There is a high degree of trust among people and responsibility. Seeking or accepting help is un-
a sense of freedom and mutual thoughtful. They distrust each other’s
responsibility. People generally know what is motives and speak poorly of one another; the
important to the organization and what manager tolerates this.
isn’t. 8. When there is a crisis, people withdraw or start
14. Risk is accepted as a condition of growth and blaming one another.
change. 9. Conflict is mostly covert and managed by office
15. “What can we learn from each mistake?” politics and other games, or there are
16. Poor performance is confronted, and a joint interminable and irreconcilable arguments.
resolution sought. 10. Learning is difficult. People don’t approach their
17. Organizational structure, procedures, and policies peers to learn for them, but have to
are fashioned to help people get the learn from their own mistakes; they reflect the
job done and to protect the long term health of experience of others. They get little
the organization, not to give each feedback on performance, ad much of that is not
bureaucrats his due. These procedures are also helpful.
readily changed.
11. Feedback is avoided.
12. Relationships are contaminated by marksmanship
18. There is a sense of order, and yet a high rate
and image building. People feel alone
of innovation. Old methods are questioned