BME 2102: HUMAN BEHAVIOR IN o Develop a comprehensive hierarchy of

ORGANIZATIONS plans to integrate and coordinate

actions
Chapter 1: Introduction to Organizational
Behavior 2.) Organizing
Requires a manager to:
What is the Importance of Interpersonal Skills? o Determine what tasks are to be done
Answer: Interpersonal Skills can help in o Who is to be assigned the tasks
communicating and working both in groups and o How the tasks are to be grouped
individuals. Having these skills can also help o Determine who reports to whom
build and maintain relationships with others o Determine where decisions are to be
inside and outside of workplaces. made (centralized/decentralized)

Interpersonal Skills Importance 3.) Leading

o It is only in the late 1980s that human Requires a manager to:
behavior and people skills were given o Motivate employees
important attention. o Direct the activities of others
o Business schools have recognized the o Select the most effective
significance of interpersonal skills in the communication channels
o Resolve conflicts among members
effectiveness of managers.
o Incorporating the organizational 4.) Controlling
behavior concepts in the workplace Requires a manager to:
resulted to various important outcomes o Monitor the organization’s performance
to the organization. o Compare actual performance with the
previously set goals
Some of the important outcomes o Correct significant deviations
are:
 better financial performance Management Roles
 high performing employees  According to Henry Mintzberg,
 higher quality workplace relationships, managers perform ten different, highly
and employee job satisfaction, lower interrelated roles or sets of behaviors
stress and turnover attributable to their jobs
 can foster social responsibility
awareness among organizational 1. Interpersonal Roles
members. a. Figurehead
b. Leader
Managers need not only have technical skills in c. Liaison
order to succeed, they must have people 2. Informational Roles
skills. a. Monitor
b. Disseminator
Organizational Behavior and Management c. Spokesperson
3. Decisional Roles
Manager – someone who gets things done a. Entrepreneur
through other people b. Disturbance handlers
- make decisions, allocate resources, and c. Resource allocators
direct the activities of others to attain d. Negotiator role
goals
Management Skills
Organization – a consciously coordinated social  Researchers have identified the skills
unit composed of two or more people that that differentiate effective from
functions on a relatively continuous basis to ineffective managers
achieve a common goal or set of goals
1. Technical Skills – the ability to apply
Functions of Management specialized knowledge or expertise
- All jobs require some specialized
1.) Planning expertise, and many people develop
Requires a manager to: their technical skills on the job
o define goals (organizational,
departmental, worker levels) 2. Human Skills – ability to work with,
o Establish an overall strategy for understand, and motivate other people, both
achieving those goals individually and in groups.
  Many people are technically proficient - is a field of study that investigates the
and interpersonally incompetent impact that individuals, groups, and
structure have on behavior within
3. Conceptual Skills – the mental ability to organizations for the purpose of
analyze and diagnose complex situation applying such knowledge toward
improving an organization’s
 Decision making, for example requires effectiveness.
managers to spot problems, identify - the study of what people do in an
alternatives that can correct them, organization and the way their
evaluate those alternatives, and select the behavior affects the organization’s
best one performance
- It is the study of what people think,
Luthans’ Study of Effective Management feel, and do in and around
organizations. (McShane and Glinow)
1. Traditional Management – decision making, - It focuses on three determinants of
planning, and controlling behavior in organizations: individuals,
groups, and structure.
2. Communication – exchanging routine - applies the understanding about
information and processing paperwork individuals, groups, and the effect of
structure on behavior in order to make
3. Human Resource Management – motivating, organizations work effectively.
disciplining, managing conflict, staffing and - examines workplace behavior in the
training context of job satisfaction,
absenteeism, employment turnover,
4. Networking – socializing, politicking, and productivity, human performance, and
interacting with others management

Effective vs Successful Managerial Activities Relevance of OB to Personal and

Organizational Success
 Successful Managers – defined as those
who were promoted the fastest  Understanding how people behave in
a. Networking - largest relative the organizations will help a person
contribution to success work effectively with and manage
b. Human resource management – made others.
the least relative contribution  Effective interaction with other people
is important for advancement in
 Effective Managers – defined as quality organizations and for effective work
and quantity of their performance, as well performance.
as commitment to employees  Knowing how people think and act,
a. Communication – largest relative how to motivate others, how to solve
contribution conflicts are among the important skills
b. Networking – least relative contribution of successful people.
 OB applies the knowledge gained about
 Successful managers do not give the same individuals, groups, and the effect of
emphasis to each of those activities as do organizational structure on behavior in
effective managers – it is almost the order to make organizations perform
opposite of effective managers more effectively.
 Appropriate application of OB
knowledge about individuals, groups,
and the effect of organizational
structure on worker behavior can help
companies create conditions that will
make organizations more effective and
perform well

Complementing Intuition and Systematic Study

A. Intuition: gut feelings, individual observation,

 Managers who promoted faster (were common sense
successful) did different things than did
effective managers (those who did their B. Systematic Study: looks at relationships,
jobs well) scientific evidence, predicts behavior

Organizational Behavior (OB)

An Outgrowth of Systematic Study: Evidence- 4. Managing workforce diversity
Based Management (EBM) 5. Improving customer service
 Basing managerial decisions on the 6. Improving people skills
best available scientific evidence 7. Networked organizations
 Managers must think like scientists 8. Social media
9. Enhancing employee well-being at work
Managers Should Use All Three Approaches 10. Positive work environment
11. Improving ethical behavior
1. Intuition – often based on inaccurate 12.Pandemics and calamities
information
2. Faddism – prevalent in management The General OB Model
3. Systematic study – can be time consuming Model – abstraction of reality, a simplified
representation of some real-world
 Use evidence as much as possible to inform phenomenon
your intuition and experience. (Promise of - Three types of variables: inputs,
OB) processes, outcomes

Big Data Outcomes

- the extensive use of statistical A. Individual-level outcomes
compilation and analysis—didn’t • Attitudes and stress
become possible until computers were • Task performance
sophisticated enough both to store and • Withdrawal behavior
manipulate large amounts of
information. B. Group-level outcomes
- This enabled them to create more • Group cohesion
targeted marketing strategies than ever • Group functioning
before. This used in detecting how
much risk is incurred at any time; and C. Organizational level outcomes
preventing catastrophes large and • Productivity
small. • Survival
- Currently, it is also used to predict
human behavioral trends, and there is a Three Level Analysis of OB Model
good promise for understanding,
helping, and managing people in the
future use of this big data. Although
it will always be limited in predicting
behavior, curtailing risk, and preventing
catastrophes.

Limitations: As technological capabilities for

handling big data have increased, so have issues
of privacy. This is particularly true
when data collection includes surveillance
instruments

Disciplines That Contribute to the OB Field

1. Psychology – the science that seeks to

measure, explain, and sometimes change the
behavior of human beings

2. Social Psychology – blends the concepts of

psychology and sociology
Three Study of Variables
3. Sociology – studies people in relation to their
fellow human beings

4. Anthropology – the study of societies to

learn about human beings and their activities

Challenges and Opportunities for OB

1. Responding to economic pressures
2. Continuing globalization
3. Workforce demographics Interesting OB Independent Variables
 Productivity  Managers need to develop their
- Transforming inputs to outputs at interpersonal, or people, skills to be
lowest cost effective in their jobs.
- Includes the concepts of effectiveness  Organizational behavior (OB) investigates
(achievement of goals) and efficiency the impact that individuals, groups, and
(meeting goals at a low cost) structure have on behavior within an
 Absenteeism organization, and it applies that knowledge
- Failure to report to work – a huge cost to make organizations work more
to employers effectively.
 Turnover
- Voluntary and involuntary permanent Implications
withdrawal from an organization Specific implications for managers are below:
 Deviant Workplace Behavior 1. Resist the inclination to rely on
- Voluntary behavior that violates generalizations; some provide valid
significant organizational norms and insights into human behavior, but many
thereby threatens the well-being of the are erroneous.
organization and/or any of its members 2. Use metrics and situational variables
rather than “hunches” to explain cause-
Interesting OB Dependent Variables and-effect relationships.
 Organizational Citizenship Behavior (OCB) 3. Work on your interpersonal skills to
- Discretionary behavior that is not part increase your leadership potential.
of an employee’s formal job 4. Improve your technical skills and
requirements, but that nevertheless conceptual skills through training and
promotes the effective functioning of staying current with organizational
the organization behavior trends like big data.
 Job Satisfaction 5. Organizational behavior can improve
- A general attitude (not a behavior) your employees’ work quality and
toward one’s job; a positive feeling of productivity by showing you how to
one’s job resulting from an evaluation empower your employees, design and
of its characteristics implement change programs, improve
customer service, and help your
The independent variable (X) can be at any of employees balance work–life conflicts
these three levels in this model:
 Individual
- Biographical characteristics, personality
and emotions, values and attitudes,
ability, perception, motivation,
individual learning and individual
decision making
 Group
- Communication, group decision making,
leadership and trust, group structure,
conflict, power and politics, and work
terms
 Organization System
- Organization culture, human resource
policies and practices, and
organizational structure and design

OB Model

Summary
Chapter 2: Workforce Diversity 2. Sexual harassment
 unwanted sexual advances and other
Diversity verbal or physical conduct of a sexual
- the similarities and differences among nature that create a hostile or offensive
people. work environment
Workforce diversity
- acknowledges a workforce of women 3. Intimidation
and men; many racial and ethnic  overt threat or bullying directed at
groups; individuals with a variety of anyone
physical or psychological abilities; and
people who differ in age and sexual 4. Mockery and insults
orientation. Managing this diversity is a  jokes or negative stereotypes;
global concern. sometimes the results of jokes taken
too far
Forms of diversity:
 Surface-level diversity – differences in 5. Exclusion
people that can easily be perceived,  exclusion of certain people from job
including race, age, ethnicity, physical opportunities or other events
abilities, physical characteristics and
gender. 6. Incivility
- does not reflect how people think and  disrespectful treatment
feel.
 Deep-level diversity – differences in Scientific Examples of Discrimination
values, personalities, goals, work
preferences, knowledge, skills that cannot
be seen directly.
- becomes progressively important for
determining similarities as people get to
know one another

Discrimination

Diversity in Biographical Characteristics

Biographical Characteristics
- are personal characteristics that are
objective and easily obtained from
personnel records. Individuals’ age,
race, gender, disability, and length of
service are some of the most obvious
ways employees differ.
Discrimination that can Occur in a Diverse - These characteristics are representative
Workforce of surface-level diversity.
Diversity management includes trying to - Variations in these can be the basis for
eliminate unfair discrimination. discrimination
 Discrimination is to note a difference
between things. 1. Age
- It is an unfair discrimination if we allow  Older workers bring experience and
our behavior to be influenced by better judgement
stereotypes about groups.  Lower turn-over and absenteeism rates
among older workers
 Stereotyping – is judging someone on the  Legislation of retirement
basis of our perception of the group to  Perception: mixed feelings->
which that person belongs experience, judgement, a strong work
- Refusal to recognize individual ethic and commitment to quality
differences is harmful to organizations
and employees 2. Sex
 Few differences between men and
Examples of Discrimination women that affect job performance
1. Discriminatory policies or practices  There are no consistent male-female
 Define goals (organizational, differences in problem solving ability,
departmental, worker levels) analytical skills, competitive drive,
motivation, sociability, or learning drive
 Women are more agreeable to conform
  Men are aggressive and more likely to
have success expectations 3. Sexual Orientation and Gender Identity
 Most Fortune 500 companies have
3. Race and Ethnicity policies covering sexual orientation
 Race is a controversial issue and about half now have policies on
Research into effects of race and ethnic gender identity.
diversity show that:
 Employees tend to favor colleagues of 4. Cultural Identity
their own race in performance  Global integration and changing labor
evaluation, promotion decisions, and markets, required global companies to
pay raises understand and respect individual
 Discrimination leads to increase cultural identities of their employees,
turnover, which is detrimental to both as individuals and as groups.
organizational performance
 Some research suggests that having a Ability
positive climate for diversity overall can - An individual’s capacity to perform the
lead to increased sales various tasks in a job.

Race – biological heritage people use to identify Intellectual Ability - are abilities needed to
themselves perform mental activities – thinking, reasoning,
Ethnicity – additional set of cultural and problem solving
characteristics that often overlaps with race  Most societies place a high value on
intelligence
4. Disabilities  The seven most frequently cited dimensions
 employers are required to make making up intellectual abilities are number
reasonable accommodations to their aptitude, verbal comprehension, perceptual
workplace will be accessible to speed, inductive reasoning, deductive
individuals with physical or mental reasoning, spatial visualization, and memory.
disabilities.
1. Number aptitude (Accountant)
 A person is disabled who has any physical 2. Verbal comprehension (Plant Managers)
or mental impairment that substantial 3. Perceptual speed (Fire investigator)
limits one or more major life activities. 4. Inductive reasoning (Market researcher)
 Research on workers with disabilities has 5. Deductive reasoning (Supervisor)
found that they receive higher 6. Spatial visualization (Interior designer)
performance evaluations based on lower 7. Memory (Sales person)
performance expectations; and they are
less likely to be hired.

5. Hidden Disabilities
 may include sensory disabilities,
autoimmune disorders, chronic illness
or pain, cognitive or learning
impairments sleep disorders, and
psychological challenges.

 PWDs must be accommodated in

General mental ability - an overall factor of
organizations in the Philippines.
intelligence as suggested by the positive
correlations among specific intellectual ability
Other Differentiating Characteristics
dimensions.
1. Tenure (Seniority)
 tenure is a good predictor of employee
 Dr. Howard Gardner, Hobbs Professor of
productivity.
Cognition and Education at the Harvard
 Tenure and job satisfaction are
Graduate School of Education, postulated
positively related
the Theory of Multiple Intelligences. These
are:
2. Religion
 Belief system and may impact
1. Linguistic intelligence
workplaces in areas of dress, grooming
2. Logical-mathematical intelligence
and schedule. (Christians will not work
3. Musical intelligence
on Sunday, Sabadista on Saturday)
4. Bodily-kinesthetic intelligence
 The Labor Code of the Philippines
5. Spatial intelligence
prohibits discrimination based on
6. Interpersonal intelligence
religion
 7. Intrapersonal intelligence  Encourage personal development that
8. The naturalist intelligence brings out the skills and abilities of
everyone.
Physical Ability - the capacity to do tasks that
require stamina, dexterity, strength, and similar Implications for Managers
characteristics. 1. Understand your organization's anti-
discrimination policies thoroughly
Strength Factors: and share them with your employees.
1. Dynamic (Energetic) Strength 2. Assess and challenge your stereotype
2. Trunk (Chest) Strength beliefs to increase your objectivity.
3. Static (Standing) Strength 3. Look beyond readily observable
4. Explosive (Short-tempered) Strength biographical characteristics and
consider the individual’s capabilities
Flexibility Factors; before making management decisions.
5. Extent Flexibility 4. Fully evaluate what accommodations a
6. Dynamic Flexibility person with disabilities will need and
then fine-tune a job to that person’s
Other Factors: abilities.
7. Body Coordination 5. Seek to understand and respect the
8. Balance unique biographical characteristics
9. Stamina of your employees; a fair but
individualistic approach yields the best
The Ability-Job Fit performance.

Summary
 Ability
- Directly influences employee’s level of
performance
- Managers need to focus on ability in
selection, promotion and transfer.
Diversity Management Strategies - Modify job to fit incumbent’s abilities.
Diversity Management - are programs that
make everyone aware of and sensitive to the  Biographical Characteristics
needs and differences of others. It should be - Should not be used in management
everyone’s concern to make it more successful. decisions: possible source of bias.

1. Recruit and develop diverse employees  Diversity Management

2. Create diversity in groups - Must be an ongoing commitment at all
3. Install effective diversity programs levels of the organization
- Policies must include multiple perspectives
Recruit and develop diverse employees and must be long term in their orientation
 Target desired demographic groups in to be effective
recruitment
 Create a positive atmosphere for
diversity by fair and objective selection,
development, and promotion based on
qualifications

Create Diversity in Groups

 Develop groups with varied education
and expertise
 Emphasize common interest and
facilitate open communication with
each other.

Install Effective Diversity Programs

 Educate managers about the legal
framework for equal employment
opportunity and emphasize fair
treatment of all people.
 Teach managers the value of diverse
workforce in serving effectively a
diverse customer base.
Chapter 3: Job Attitudes and Behavior

Attitudes – evaluative statements- either

favorable or unfavorable – about objects,
people, or events
- They reflect how we feel about
something
- refers to a person’s complexes of beliefs
and feelings about specific ideas,
situations, or other people
- They are likes or dislikes
- Attitudes are learned in childhood, and
are modified as we grow into new roles, Attitude-Behavior Relationship
behaviors and belief systems.  The attitudes people hold determine
- Once learned, attitudes influence what they do.
behavior, but not as simply as one may  We sometimes observe people change
assume. what they say so that it will not
- Attitudes are complex contradict to their behavior. One
 Attitudes are feelings and beliefs that researcher, Festinger proposed that
largely determine how employees will cases of attitudes following behavior
perceive their environment, commit illustrates the effects of cognitive
themselves to intended actions, and dissonance (discrepancy)– any
ultimately behave incompatibility between two or more
 Attitude is a predisposition to respond that attitudes or between behavior and
exerts an influence on a person’s response attitudes of an
to a thing, an idea, or a situation individual.
 Attitude is a persistent tendency to feel  Research has generally concluded that
and behave in a favorable or unfavorable people seek consistency among their
way toward a specific person, object, or attitudes and between their attitudes
idea and their behavior. They either alter the
attitudes or the behavior, or they
Three Components of Attitudes develop a rationalization for the
discrepancy

Example of Cognitive Dissonance

 A friend of yours has consistently
argued that the quality of US cars isn’t
up to that of imports and that he’d
never own anything but a Japanese or
German car. But his dad gives him a
late-model Ford Mustang, and suddenly
1. Affective – the emotional or feeling segment he US cars aren’t so bad
of an attitude
Festinger – argued that any form of
2. Behavioral – an intention to behave in a inconsistency is uncomfortable and that
certain way toward someone or something individuals will therefore attempt to reduce it

3. Cognitive – the opinion or belief segment of Reducing Cognitive Dissonance

an attitude
Moderating Factors:
Example of Negative Attitude Towards 1. Importance of the elements creating it.
Payment The more important it is, the more
Affective: I am angry over how little I’m paid motivated people to reduce the
Behavioral: I’m going to look for another job dissonance
that pays better 2. The degree of influence we believe we
Cognitive: My pay is low have over them. People will be more
motivated to reduce dissonance that
Components of Attitudes they can control
3. Rewards of dissonance. Higher rewards
bring people be more motivated to
reduce dissonance

Attitude-Behavior Relationship
 a. Affective commitment - emotional
 The most powerful moderators of the attachment to the organization and a
attitudes relationship are the belief in its values
importance of the attitude, its b. Continuance commitment - the
correspondence to behavior, its perceived economic value of remaining
accessibility, the presence of social with an organization
pressures, and whether a person has c. Normative commitment - an obligation
direct experience with the attitude. to remain with the organization for
 Important attitudes reflect our moral or ethical reasons
fundamental values, self-interest, or
identification with individuals or groups Other Important Attitudes:
we value. 4. Perceived organizational support
 Specific attitudes tend to predict - is the degree to which employees
specific behaviors, whereas general believe the organization values their
attitudes tend to best predict general contribution and cares about their well-
behaviors. being
 Attitudes that our memories can easily
access are more likely to predict our  Higher when rewards are fair,
behavior. The attitude–behavior employees are involved in decision
relationship is likely to be much making, supervisors are seen as
stronger if an attitude refers to supportive.
something with which we have direct
personal experience 5. Employee engagement
- individual’s involvement with,
Compare and Contrast the Major Job Attitudes satisfaction with, and enthusiasm for
the work he or she does.
Job Attitudes – tap positive or negative - High employee engagement will leads
evaluation that employees hold about aspects to higher level of consumer satisfaction,
of their work environment higher productivity, higher profit, and
lower turnover level.
Research in OB has looked at three attitudes:
1. Job Satisfaction Job Satisfaction
- Describes a positive feeling about a job, - Is the positive feeling about one’s job
resulting from an evaluation of its - Is the degree to which a person is
characteristics gratified or fulfilled by one’s job

 A person with a high level of job Measuring Job Satisfaction

satisfaction has positive attitudes
toward the job and vice versa Two Approaches in Measuring Job Satisfaction:

2. Job Involvement 1. The Single Global Rating - a response to one

- Refers to the measure of the degree to question, such as “All things considered, how
which a person identifies satisfied are you with your job?
psychologically with his/her job and  Respondents circle a number between 1
considers his/her perceived and 5 on a scale from “highly satisfied”
performance level important to self- to “highly
worth dissatisfied.”

a. Psychological empowerment - 2. The Summation of Job Facets - identifies key

employees’ beliefs in the degree to elements in a job such as the type of work, skills
which they impact their work needed, supervision, pay, promotion
b. High levels of both job involvement opportunities, culture, and relationships with
and psychological empowerment are coworkers
positively related to organizational  Which approach is superior? Both are
citizenship and job performance valid and both are helpful

3. Organizational commitment How Satisfied are People in Their Jobs?

- refers to a state in which an employee  Most people are satisfied with their jobs
identifies with a particular organization in the developed countries surveyed.
and its goals. They have a sense of  Overall, people have been more
organizational loyalty satisfied with their jobs, with the work
itself, and with their supervisors and
coworkers than they have been with
 their pay and with promotion 4. Job satisfaction is positively corrected
opportunities to life satisfaction

Causes of Job Satisfaction Results of Job Dissatisfaction

A. The Work Itself

 Interesting jobs that provide training,
variety, independence, and control
satisfy most employees.
 The intrinsic nature of the work itself,
social interactions with coworkers, and
supervision are important predictors of
satisfaction.

B. Personality
 Research shows that people who
believe in their inner worth and a. Exit - leaving the organization or looking
basic competence, positive core self- for a new position
evaluations (CSEs), are more satisfied b. Voice - actively and constructively
with their jobs than those with negative attempting to improve conditions,
CSEs. including suggesting improvements,
 Those with negative CSEs set less discussing problems with superiors, and
ambitious goals and easily give up some forms of union activity.
when confronting difficulties. c. Loyalty - passively but optimistically
waiting for conditions to improve,
C. Pay including speaking up for the organization
 it does correlate with job satisfaction in the face of external criticism, and
and overall happiness for many people, trusting the organization and its
but the effect can be smaller once an management to “do the right thing.”
individual reaches a standard level of d. Neglect - passively allowing conditions to
comfortable living. worsen, including chronic absenteeism or
 Pay influences job satisfaction only to a lateness, reduced effort, and increased
point. error rate
 After a certain amount of money there
is no relationship between amount of Resulting of Job Dissatisfaction
pay and job satisfaction.  People who are not satisfied with their
 Money may bring happiness, but not jobs are more likely to commit what is
necessarily job satisfaction. called counterproductive work behavior

D. Co-Workers (CWB) or deviant behavior in the

workplace. The behaviors often follow
E. Corporate Social Responsibility negative and sometimes longstanding
- an organizations actions that benefit attitudes
society or the environment.
 CSR is good for the earth and good for Absenteeism – dissatisfied employees have high
people. absence rates
 Employees’ participation in the
organization’s CSR projects can Turnover – satisfaction is also negatively related
contribute to increased job satisfaction to turnover especially if there are alternative
for being a part of a higher purpose of job prospects
serving society.

Outcomes of Job Satisfaction

1. Employees with high job satisfaction
perform better. Happy workers are
more likely to be productive workers.
2. Satisfied workers engage in
organizational citizenship behavior
(OCB). They talk positively about their
Implications for Managers
company, help others, and do beyond
 Satisfied and committed employees
their job descriptions.
exhibit behaviors that increase
3. Satisfied employees increase customer
organizational outcomes. Pay attention
satisfaction
to employees’ job satisfaction levels as
 determinants of their performance,
turnover, absenteeism and withdrawal
behaviors.
 Managers must measure job attitudes
objectively and at regular intervals in
order to improve them.
 Most important elements a manager
can focus on are intrinsic parts of the
job: making the work challenging and
interesting. To raise employee
satisfaction, evaluate the fit between
the employee’s work interests and the
intrinsic parts of his/her job.
 High Pay is not enough to create
satisfaction.

Summary
 Managers should be interested in their
employees’ attitudes because attitudes
influence behavior and indicate
potential problems.
 Although having a satisfied workforce is
not a guarantee of successful
organizational performance, but
evidence strongly suggests managers’
efforts to improve employee attitudes
will likely results in positive outcomes,
including greater organizational
effectiveness, higher customer
satisfaction, and increased profits.