Chapter 1 HBO

HUMAN
BEHAVIOR
IN
ORGANIZATION
By: Sherilyn B. de Leon
Instructor I
CHAPTER 1:
The Dynamics of People
and Organizations
Chapter Objectives
After this chapter the students should be able
to;
• Know the meaning of Organizational Behavior
• Know the Key Goals and Forces with which it
is Concerned
• Understand the Basic Concepts of OB
• Explain the Major Approaches taken in this
book
• Understand how OB affects Org’nl Performance
• Know the limitation of OB
Organizational Behavior
What is Organization?
-Coordination of functions and
relationship.
What is Behavior?
-the manner of how people act within the
organization .
What is Organizational Behavior?
-Is the systematic study and careful

application of knowledge about how
people-as individuals and as groups- act
within organizations , and how they can do
so more effectively
There are different attributes of Organizational
Behavior
= People + Science
-Complex System. HUMANITY + TECHNOLOGY.
= because it tries to understand
-Sometimes unpredictable. the collaborated needs, life long
experiences and personal value
system and employees deep
seated needs.
- But can partially understood.
= by studying and applying the
-There is no perfect solution frameworks of behavioral
science, management, and
to organizational problems. other discipline.
OB Key Goals & Forces
OB Characteristics
1.Scientific Discipline
- In which a large number of research studies and
conceptual developments are constantly adding to
its knowledge base.
2. Applied Science
- In which the information about effective practices
in one organization is being extended to many
others.
3. Social Science
- It is a systematic body of knowledge pertaining to
how and why people behave as they do.
OB useful tools for the 5 level of analysis.
1.Individual (employee behavior)
2.Interpersonal (two co-workers or superior-
subordinate pair)when 2 people interact.
3.Groups (within small group)
4.Intergroup (two or more groups)
5.Whole system (interorganizational
relationships e.g. mergers, joint venture)
The four major thrusts/goals of OB
1. Describe How people behave under
variety of conditions
Why people behave as
2. Understand they do
3. Predict Know future employee
behavior (take preventive
actions)
4. Control Influencing employees to
maintain their positive
behavior desirable in the
organization.
The key Forces of OB
1.People - They make up the internal
environment of the organization.
- They also brought DIVERSITY
- Organization exist to serve people,
and not the other way around
• The formal relationship and use of

2.Structure people in organizations.
• It is the one that maintains
employees work in its proper
place for effective coordination.
The key Forces of OB
- Allows people to do more and better
3. Technology -Robots, automated machines, AI, IS
4.Environment • Internal & External Environment

• This force focus more on external
environment (suppliers, customers,
government, competitors and
unions etc.)
• It influences the attitude of
people, affects working conditions,
and provides competition for
resources and power.
Basic Concepts of O.B.
Positive Characteristics of the Organizational Behavior Field
1. Interdisciplinary Nature Partially understood

-it integrates behavioral sciences with social sciences
that can contribute to the subject.
2. Emerging Base of research knowledge, theories, models and

theoretical frameworks Scientific Discipline
a. Theories- offer explanations of how and why people

think, feel and act as they do. It also identify important
tentative propositions that can be tested through
research.
b. Research- the process of gathering and interpreting

relevant evidences that can either support a behavioral
theory or help change it. It is an on-going process to
continually uncover behavioral knowledge.
3. Increasing acceptance of theory and research by practicing

managers.
Practice
See fig. 1.1 The
interaction of
theory, research,
and practice in
OB and sample
sources for each. Theory Research
c. Neither theory nor research can stand alone and be useful,
however managers apply theoretical models to their structure
thinking- and use research results to provide relevant guides to their
own situations. Evidence-based Management
The Nature of People
1. Individual Differences- Law of Individual Difference
-each person is different from all others, therefore
motivate each employees by treating them differently.
2. Perception
- The unique way in which each person sees, organizes
and interprets things.
Selective perception- people tend to pay attention
to those features of their work environment that are
consistently with or reinforce with their own
expectations.
Example of Perception
What do you see in

the picture?
Woman in vanity?
or
Skull?
What do you see in

the picture?
What do you see in

the picture?
What do you see in

the picture?
What do you see in

the picture?
3. A whole person- you cannot employ the ability or brain of

the person but the whole person.
4. Motivated behavior- you need to know what they want.
5. Desire for Involvement- employee as a partner.
6. Value of the person- employee as an asset.

The Nature of Organization
1. Social System
2. Mutual Interest
3. Ethics
- is the use of moral principles and values to affect
the behavior of individuals and organizations with
regard to choices between what is right and wrong.
The Nature of Organization
Major Approaches in the Book
HR- focus on employee’s growth and development
towards a higher levels of competencies, creativity and
fulfillment
Contingency-different situations require different
behavioral practices for greatest effectiveness
Result-Oriented- is based on the productivity. Whichever
practice will yield to highest results.
Systems-all parts of the organization is interrelated from
each other and the organization is a part of a larger system.
Systems Approach -managers need to interpret people-
organization relationships in terms of a whole person, whole
group, whole organization, and whole social system.
- cost-benefit analysis
Limitation of OB
1. Behavioral Bias
- over infatuated with OB practices
2. The Law of Diminishing Returns

- declining amount of extra output when more of a
desirable input is added to an economic situation
3. Unethical Manipulation of People- happens when people

lack ethical values they may use it in an unethical ways.
Limitation of OB
Ethical Leadership Principles
1. Social Responsibility
2. Open Communication
3. Cost-benefit analysis
Limitation of OB
Continuing Challenges
Seeking Quick Fixes- using OB practices doesn’t mean

that the problem will be fix overtime.
Varying Environment- practices that cure past

problems may not cure the same problems today.
Definitional Confusion- since it is a new discipline

some find it difficult to define the field of study and
application of OB.

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HUMAN

-Is the systematic study and careful

• The formal relationship and use of

4.Environment • Internal & External Environment

1. Interdisciplinary Nature Partially understood

2. Emerging Base of research knowledge, theories, models and

a. Theories- offer explanations of how and why people

b. Research- the process of gathering and interpreting

3. Increasing acceptance of theory and research by practicing

What do you see in

What do you see in

What do you see in

What do you see in

What do you see in

3. A whole person- you cannot employ the ability or brain of

4. Motivated behavior- you need to know what they want.

5. Desire for Involvement- employee as a partner.

6. Value of the person- employee as an asset.

2. The Law of Diminishing Returns

3. Unethical Manipulation of People- happens when people

Seeking Quick Fixes- using OB practices doesn’t mean

Varying Environment- practices that cure past

Definitional Confusion- since it is a new discipline

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