HANNA DIGAMON

The
perso
MACC 329: HUMAN BEHAVIOR IN n
ORGANIZATION

PRE-REQ: ACC 123 & MACC 121

Behavio
r
OVERVIEW OF HUMAN BEHAVIOR IN
ORGANIZATION:
It has become clear that the quality and quantity
In the Out of
of the output of an individual, the group, or the the
organization
organization depend heavily on the actions of org
the person. It follows that those who have
knowledge of human behavior are better
THE FOUR (4) ELEMENTS OF OB
equipped to interact with individuals, groups,
or organizations. 1. People
2. Structure
WHAT IS HUMAN BEHAVIOR
3. Technology
- Refers to the physical action of a person 4. Environment
that can be seen or heard such as smiling
or whistling. With his thoughts, INTERNAL SOCIAL SYSTEM OF THE
feelings, emotions, and sentiments, the ORGANIZATION
person exhibits behaviors similar or
- Composed of people consisting of
different when he is in or out of
individual persons and groups. The
organizations.
- Human behavior in organization is individual person is inducted
appropriately referred to as STRUCTURE
organizational behavior OB
- Defines the formal relationship of
WHAT IS ORGANIZATIONAL people in the organization. It describes
BEHAVIOR
how job tasks are formally divided,
- The interaction between individuals and grouped, and coordinated.
the organization, and the organization
TECHNOLOGY
itself.
- Offers some means for management to - Refers to the combination of resources,
control the behavior of the employees knowledge and techniques with which
as control is an important component of people work and affect the task that they
effective performance. perform. It consists of buildings,
machines, work processes, and
THE THREE GOALS OF AB:
assembled resources.
1. To explain behavior;
ENVIRONMENT
2. To predict behavior; and
3. To control behavior - Refers to institutions or forces outside
the organization that potentially affect
the organization’s performance. It
includes suppliers, public pressure
groups, and the like.
 HANNA DIGAMON

THE BENEFITS OF STUDYING The origins of OB can be traced to the

ORGANIZATIONAL BEHAVIOR (OB) following:

1. Development of people skills; 1. The human approach relation

2. Personal growth; a. The scientific management
3. Enhancement of organizational and approach by Frederick W. Taylor
individual effectiveness; and b. The human relations approach by
4. Sharpening and refinement of common Elton Mayo and others
sense 2. The personal theories
a. Freud’s model
DEVELOPMENT OF PEOPLE SKILLS
b. The behaviorist approached by
Two types of skills that a person will need to Watson and Skinner
succeed in his chosen career: c. The humanist approach by Carl
Rogers, Fritz Perls, and Abraham
1. Skill in doing his work; and
Maslow
2. Skill in relating with people
Frederick W. Taylor
PERSONAL GROWTH
- a.k.a disciple of the scientific
- Makes a person highly competitive in
management movement.
the workplace. The chance to achieve
- Primary purpose of this movement is to
personal growth is enhanced by
increase the individual worker’s
knowledge of OB.
productivity.
- INTRAPERSONAL THINKING
- He used scientific analysis and
may be described briefly as one
experiment to increase worker output.
possessed by a person with highly
accurate understanding of himself. Elton Mayo
ENHANCEMENT OF - Conducted the Hawthorne studies in
ORGANIZATIONAL AND INDIVIDUAL 1920 to determine what effect of hours
DIFFERENCES of works, periods of rest, and lighting
might have on worker fatigue and
- Effectiveness a major attribute of
productivity.
successful organizations, as well as
- Discovered that the social environment
individuals. When the right decisions
have an equivalent if not greater effect
are made, effectiveness follows.
on productivity than the physical
SHARPENING AND REFINEMENT OF environment.
COMMON SENSE
Sigmund Freud
- People differ in the degree of common
- Brought the idea that people are
sense they possess. Improvements in
motivated by far more than conscious
this type of ability, however, can still be
logical reasoning.
made and great benefits can be derived
- Believed that irrational motives makes
if this is done
up the hidden subconscious mind,
A BRIEF HISTORY OF which determines the major part of a
ORGANIZATIONAL BEHAVIOR (OB) human behavior.
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J.B. Watson o LAYMAN EXPLANATION: the idea

that our brains like to see things as
o Used the approach called behaviorism
whole, complete pictures rather than
o Formulated the theory about learned
just a bunch of separate parts. It's like
behavior
when you see a jigsaw puzzle, your
o The theory indicates that a person can
brain puts all the pieces together to
be trained to behave according to the
make one big picture instead of
wish of the trainer.
focusing on each piece alone.
B.F. Skinner
Abraham Maslow
o Extended Watson’s theory with his own
o Model which espouses the idea of
theory of behavior modification.
developing personality toward the
o Concluded when people receive a
ultimate achievement of human
positive stimulus like money or praise
potential referred to a self-awareness.
for what they have done, they will tend
o To achieve this objective, the person
to repeat their behavior.
must work his way up the succeeding
o When they are ignored and receive no
steps of hierarchy of needs.
response to the action, they will not be
1. Self-actualization needs
inclined to repeat it.
2. Esteem needs
The humanist movement is another important 3. Love and belonging needs
aspect in the development in OB. Composed by 4. Safety needs
a group psychologists and the htree prominent 5. Physiological needs
contributors – Carl Rogers, Fritz Perls, And
ETHICS AND ORGANIZATIONAL
Abraham Maslow.
BEHAVIOR
Carl Rogers
o May an organization use whatever
o Focused on a person as an individual means, fair or foul, to achieve its
instead of adhering to a rigid objectives?
methodology.
WHAT IS ETHICS?
o Believes that people should acquire
their own values and attitudes rather Ethics refers to the set of moral choices
than be committed to a fixed set of a person makes based on what he or
prescribed goals. The more self- ought to do.
directed and aware people are, the better Organizational Ethics refers to moral
they are able to develop. principles defined as right or wrong
behavior in organizations.
Fritz Perls
Ethical Behavior refers to behavior that
o Contributed the Gestalt Psychology is accepted as morally “good” and
wherein the person is seen as being “right” as opposed to “bad” and
plagued by numerous split, or “wrong”.
conflicting desires and needs, which
dissipate energy and interfere with the
person’s ability to achieve his potential.
 HANNA DIGAMON

What constitutes right and wrong behavior in

organization is determined by:

1. The public
2. Interest groups
3. Organizations
4. The individual’s personal morals and
values

ETHICAL ISSUES

Ethical issues that confront organizations. They

consist of the following:

1. Conflict of interest
2. Fairness and honesty
3. Communication
4. Relationships with the organization
Conflict of interest

o When a person is in the position of

having to decide whether to advance the
interests of the organization or to
operate in his or her own personal
interests. Choosing between what's best
for the organization and what's best for
oneself.

Fair and honest

o Ethical behavior demands that, beyond
obeying the law, they should not
knowingly harm customers, clients, and
competitors through deception,
coercion or misinterpretation. Ethical
behavior means not hurting others
through lies, pressure, or false
information.
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o If the rate of output sales office is

measured in terms of number of units
sold by each salesman, it cannot be
CHAPTER II: INDIVIDUAL expected that everyone will sell the
DIFFERENCES, MENTAL ABILITY, AND same number of units for a given
PERSONALITY period.

INDIVIDUAL DIFFERENCES
o Refer to variation in how people
respond to the same situation based on Empowerment
personal characteristics.
o A person is different from all others and o Giving the someone the power to do
that these differences are usually something (e.g. an individual may be
substantial rather than meaningless. empowered to sign purchased contracts
and with it the authority to determine
Behavior is a function of person interacting what supplies and materials are needed
with the environment. B = f (P x E) to be purchased).
Behavior is therefore determined by the effects
of the individual and the environment on each
Differences
other. between
People with different:

Consequences of Individual Differences people 1. Quantities of

output
Those concerned with managing people or 2. Qualities of
simply those that want to relate well with output
3. Reactions to
people must be aware that there are
Results empowerment
consequences arising out of differences 4. Reactions to
between people. These pertain to the following: to given leadership
style
1. People differ in productivity; 5. Degrees of need
2. People differ in the quality of their for contact with
work; others
3. People react differently to 6. Degrees of
empowerment; commitment to
the org
4. People react differently to any style of
7. Levels of self-
leadership; esteem
5. People differ in need for contact with
other people
Figure 2. The Consequences of Differences between People
6. People differ in terms of commitment to
the organization; and
7. People differ in terms of level of self- WHAT MAKES PEOPLE DIFFER FROM
esteem EACH OTHERS?
1. Demographics;
Productivity 2. Aptitude and ability; and
3. Personality
o Refers the rate of output per worker.
o Differs from person to person
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Why people differ

from one another?
customs, knowledge, and practices that
define conventional behavior in a
DEMOGRAPHICS APTITUDE AND ABILITY PERSONALITY society
2. Organizational culture – the set of
values, beliefs, and norms that is shared
among members of an organization
INTELLECTUAL Aptitude and Ability
ABILITY
GENDER
PHYSICAL
GEN
DIFFERENCES
ABILITY 1. Aptitude: the capacity of a person to
PHYSICAL
AND AGE CHARACTERISITCS learn or acquire skills
CULTURE MENTAL
CHARACTERISTICS
2. Ability: an individual’s capacity to
perform the various tasks in a job.
Figure 3. What Makes People Different From Each Other Difference: Aptitude is the potential to
learn or develop skills, while ability is
Demographic Diversity the current skill or proficiency someone
The sources of Demographic Diversity include already has.
the following: Physical Ability
1. Gender; o The capacity of an individual to do tasks
2. Generational differences; and demanding stamina, dexterity, strength,
3. Culture and similar characteristics. Specifically,
Gender Differences there are nine (9) physical abilities
needed to perform certain tasks:
o Differences in perception of male and 1. Dynamic strength – exert muscular
female roles. force repeatedly
Specifically, men and women are nots different 2. Trunk strength – exert muscular
along the following concerns: force using the trunk
3. Static strength – exert force against
1. Problem solving abilities; external objects
2. Analytical skills; 4. Explosive strength – expend
3. Competitive drive; maximum of energy in one or series
4. Motivation; of explosive acts
5. Learning ability; and 5. Extent flexibility – to move the
6. Sociability trunk and back muscles as far as
possible
Gender and Age – Based Differences
6. Dynamic flexibility – to make rapid,
o A worker that belongs from a certain repeated flexing movements
generation may behave differently from 7. Body coordination – coordinate the
a worker who belongs to another. simultaneous actions of different
parts of the body
Culture
8. Balance – to maintain equilibrium
o Refers to the learned and shared ways despite forces pulling off balance
of thinking and acting among a group of 9. Stamina – to continue maximum
people or society. effort requiring prolonged effort
1. Social culture – refers to the social over time
environment of human-created beliefs,
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Intellectual Ability Theory of Multiple Intelligences

o Refer to the capacity to do mental o Developed by Howard Gardner
activities such as thinking, reasoning, o He proposes eight (8) different
and problem solving. components of intelligence which the
individual possesses in varying degrees
Dimensions of Intellectual Activity
1. Linguistics – possesses CI sensitive
1. Cognitive intelligence – refers to the to language, meanings, and the
capacity of a person to acquire and relation among words
apply knowledge including solving 2. Logical-Mathematical – the CI
problems. covers abstract thought, precision,
2. Social intelligence – refers to a person’s counting organization, and logical
ability to relate effectively with others structure.
3. Emotional intelligence – refers to a 3. Musical – gives people the capacity
person’s qualities such as understanding to create and understand the
one’s feelings, empathy for others, and meanings made out sounds, and to
regulation of emotions to enhance enjoy different kinds of music.
living 4. Spatial – enables people to perceive
4. Cultural intelligence – refers to an and manipulate things in their brain
outsider’s ability to interpret someone’s and to re-create them from memory.
unfamiliar and ambiguous behavior the People with this kind of intelligence
same way that person’s compatriot are blessed with keen observation,
would. visual thinking, mental images,
metaphor, essence of the whole and
The Triarchy Theory of Intelligence gestalt.
o Developed by Robert Sternberg 5. Bodily—kinesthetic- enables
o He maintains that there are three people to use their body and
important parts of intelligence: perceptual and motor systems in
1. Componential intelligence – skilled ways, such as dancing,
(analytical intelligence) involves playing sports, etc.
components used for thinking. 6. Intrapersonal – people with this
Traditional type of intelligence kind of intelligence is highly
needed for solving difficult accurate with understanding own’s
problems with abstract reasoning. self.
2. Experimental intelligence – 7. Interpersonal – makes it possible for
(creative intelligence) focuses on persons to recognize and make
how people perform on tasks with distinctions among the feelings,
which they have either little or no motives, and intentions of others.
previous experience. 8. Naturalist – the ability to seek
3. Contextual intelligence – patterns in the external physical
(practical intelligence) is an environment.
everyday intelligence or street Sternberg’s Methods to create diverse
smarts. Requires adapting to, activities and to help all students explore all
selecting, and shaping our real- aspects of their intelligence
world environment.
Analytical – analyze, critique, judge,
compare/contrast, evaluate, assess
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Creative – create, invent, discover, imagine Emotional Intelligence

if…, suppose that…, predict
AKA Emotional Quotient EQ: Introduced by
Practical – apply, use, implement, employ Daniel Goleman
PERSONALITY - Refers to the ability of the person to
accurately perceive, express, regulate,
o Refers to the sum of total ways in which
and evaluate emotions and feelings.
an individual reacts and interacts with
others. The “ways” are the pattern of Five (5) Components of EQ
behavior that are consistent and
1. Self-Regulation – ability to calm down
enduring.
anxiety
o The ways are the patterns of behavior
2. Motivation – passion to work or do
that are consistent and enduring.
something
o The personality of an individual is a
3. Empathy – respond to the feelings of
result of both hereditary and
others
environmental factors.
Determinants of Personality
Determines of Personality
Eight personality factors and traits
1. Hereditary Factors – factors that are
determined at conception. These 1. Emotional Stability
includes a. Emotionally stable person – calm,
o Physical stature self-confident, secure
o Facial attractiveness b. Emotionally unstable person –
o Gender nervous, depressed, insecure
o Temperament 2. Extraversion
o Muscles composition and reflexes a. Extrovert – sociable, gregarious,
o Energy level assertive
o Biological rhythms b. Reserved, timid, quiet
2. Environmental Factors – factors that 3. Openness
exert pressures on the formation of an a. Open minded person – imaginative,
individual’s personality cultured, curios, original, broad-
o Cultural Factor – refers to the minded
established norms, attitudes, and values b. Close minded person –
that are passed along from the conventional, finds comfort in
generation to the next and creates familiar
consistency over time. 4. Agreeableness
o Social Factor – refers to those that a. Agreeable person – cooperative,
reflect family life, religion, and the warm, trusting
many kinds of formal and informal b. Disagreeable person – cold,
groups in which individual participates disagreeable, antagonistic
throughout this life. 5. Conscientiousness
o Situational Factor – indicates that a. Highly conscientiousness –
individual will behave differently in responsible, highly organized
different situations. b. Low conscientiousness – easily
distracted, disorganized
6. Self-monitoring behavior
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a. High self-monitor – pragmatic,

chameleon-like actor in social
groups, often say what others want
to hear
b. Avoid situations that require to
adaptation of different outer images
7. Risk taking and thrill seeking
a. Rist taker – willingness to take risk
b. Play safe person – not willing to
pursue risks
8. Optimism
a. Optimist – tendency to experience
positive emotional states and to
believe that positive outcome will
be forthcoming from most activities
b. Pessimist – temdency to experience
negative emotional states and to
typically believe that negative
outcomes will be forthcoming from
most activities.
Emotional Intelligence
 HANNA DIGAMON

CHAPTER III: LEARNING, Original Stimulus – Response

PERCEPTION, AND ATTRIBUTION |
Neutral Stimulus – Conditioned Stimulus –
Conditioned Response
LEARNING
- Relatively permanent change in
behavior or knowledge due to
experience. When a person behaves
differently from what he previously did,
it can be said that there is change, there
is learning.
A change in behavior happens due:
1. Learning
2. Other causes such as drugs, injury,
maturation, disease and maturation
Behavioral changes start with the mind when it
Operant Conditioning OC
accepts new knowledge. Sometimes, the mind
orders the body to show some signs of behavior - Type of learning where people learn to
that is different from the previous one. repeat behaviors that bring them to
Sometimes, the mind is just contented with the pleasurable outcomes and to avoid
knowledge and do not make attempts to order behaviors that lead to uncomfortable
the body to show some outward manifestations outcomes.
of the behavioral change.
Theories of Learning
Learning – Repeat – behavior – pleasurable
1. Classical conditioning |
2. Operant conditioning Avoid – Behavior – uncomfortable o.
3. Social learning
Classical Conditioning CC
- Type of learning in which a stimulus
acquires the capacity to evoke
responses that was originally evoked by
another stimulus. A stimulus is
something that incites action ex.
“demotion in rank”.
- A learning process that occurs when
two stimuli are repeatedly paired: a
response that is a first elicited by the
second stimulus is eventually elicited Four Quadrants of Operant Conditioning
by the first stimulus alone.
1. Positive Reinforcement +R – adding
good stuff to increase behavior
 HANNA DIGAMON

2. Negative Punishment -P – delaying 2. By being told about an experience

good stuff to decrease a behavior 3. Through direct experience
3. Positive Punishment +P – adding bad
Perception
stuff to delay behavior
4. Negative Reinforcement -R – delaying - Process by which individuals organize
bad stuff to increase behavior and interpret their sensory impressions
in order to give meaning to their
environment
- May be defined as the process by which
people select, organize, interpret,
retrieve, and respond to information
from their environment.
Why is this important to the study of OB?
- The reason is people’s behavior is based
on their perception of what reality is,
and not on reality itself. people's actions
and decisions are guided by their personal
interpretations of the world, rather than by
objective reality. Each person filters reality
through their own experiences, beliefs, and
biases, which shape how they perceive
situations and others. As a result, two people
might react differently to the same event
because they perceive it differently.

Factors influencing Perception:

Difference of the two Perceiver – (1)past experiences, (2)needs or
CC – involves adjustment to events (whether motives, (3)personality, (4)values and attitudes
conditioned or otherwise) over which the Target – (1)intensity, (2)figure-ground
person has no control presentation, (3)size, (3)motion, and
OC – involves adjustment to situations in which (4)repetition or novelty
the actions of the person determine what Situation – (1)time, (2)work setting, and
happens to him (3)social setting
Social Learning SL Attribution
- Defined as the process of observing the - Process by which people ascribe causes
behavior of others, recognizing its to the behavior they perceive.
consequences, and altering behavior as - Our perception and judgment are
a result. One of the ways by which influenced by the following
people learn is through social contracts assumptions:
with other people. 1. Making inferences about people’s
How social learning be achieved? actions that we do not make to
inanimate objects
SL may be done in three (3) ways: 2. Nonliving objects are subjects to the
1. By observing what happened to other law of nature
 HANNA DIGAMON

3. People have beliefs, motives, or might also perceive them as more intelligent or friendly,
intentions. even if you don’t have evidence to support that.

Two kinds of causation: Contrast effects – evaluation of a person’s

attributes or characteristics that are affected by
1. Internally caused behaviors are those comparisons with other people
under in personal control of the
individual Projection – attributing one’s thoughts to
2. Externally caused behaviors seen as another. Tendency to attribute one’s own
resulting from outside causes; been characteristics to other people that can distort
forced into this behavior by situation. perceptions about other people.

Factors that influence Attribution Stereotyping – judging someone on the basis of

the society’s perception of the group where this
1. Distinctiveness – how consistent a person belongs.
person’s behavior is across situations
2. Consistency – measure whether an
individual responds the same way
throughout the time
3. Consensus – likelihood that all facing
the same situation will have the same
responses
Common attribute errors
1. Fundamental Attribution Error – the
tendency to underestimate the influence
of external factors and overestimate the
internal factors in the behavior of others
2. Self-serving bias – the tendency of
individuals to attribute their own
success to their good inner qualities
(internal factors) whereas they attribute
their failures to adverse factors within
the environment.
Shortcuts used in forming impressions of others
– we use number of shortcuts when judging
others. Those judgments constitute database in
our minds that we later use as aides in making
decisions concerning others.
Selective Perception – when an individual
interprets based on his own interests,
background, experiences, and attitudes.
Halo Effect – when one attribute of a person is
used to develop an overall impression of the
person or situation. Drawing a general
impression on a single characteristic. For
example, if you find someone physically attractive, you