BEHAVIOR

ORGANIZATIONAL
What is organizational behavior

Change in organizations

The power in organizations

The behavior of individuals in organizations

New tendencies

Relationship between organizational behavior and

human resources subsystems

How to achieve a cultural

change
ORGANIZATIONAL BEHAVIOR ♦ “Scientific discipline whose knowledge base is
persistently enriched with a large number of research and
conceptual advances”
♦ “Applied science since experience in one
organization can be useful to others. “
♦ “Behavior of individuals in the workplace”
♦ “Study of different forms of behavior at work”

♦ Each human being has certain behaviors

which differ depending on the moment, the situation or
the role they play in their daily lives.
♦ The human being is the essential and
constitutive element of every organization

♦ Systematically describe the way people

behave in a variety of circumstances
♦ Understand why people behave the way they
do
♦ Predict future behavior
♦ Control and ensure or ensure that people have
certain behavior at work.
♦ Relate the C. EITHER. with the Human
Resources subsystems

♦ Learn from theory

♦ Learn from research
♦ Learn from practice

♦ People
♦ Structure
♦ Technology

6 ♦ Global Environment: Measures of other Governments -

Competition – Societal Pressures

♦ Direct Environment: Government – Competition –
Societal Pressures
 « Organizational behavior is
substance in man and his circumstances »
« The influence of the environment
modifies the
organizational behavior "
 NATURE OF INDIVIDUALS

INDIVIDUALS ARE EQUAL BUT DIFFERENT AT THE SAME TIME DISCIPLINES

♦ Psychology
♦ Sociology
♦ Policy
♦ Philosophy
♦ Economy
« The organization is a system of activities or forces
consistently coordinated by two or more people »

Structure of
the
organization
 ORGANIZATIONS AND THOSE WHO MEMBER
THEM

:: -2. - • • .....................

Fundamental concepts of organizational

Organizations are behavior

social systems cüasaanasmwwwwsawemeg

PERSON S || i ORGANIZATIONS
_ . .................
Individuals: equal and different at the Social systems: organizations are
same time Different perception in governed by social and
each individual psychological laws
The person is a whole Win-win relationship: both people
Motivation in behavior and organizations need each other
Belong Ethics: treating individuals ethically
Desire for recognition and to attract and retain valuable
appreciation employees

Source:Davis and Newstron. : ■• ■•

 «For an organization the
values will be those
principles that allow
fulfill your vision and your
mission, represent the
most appreciated qualities in
that area"
MANAGEMENT MODEL BY
COMPETENCES

Join the Human Resources subsystems

Align the people who make up the organization

 ORGANIZATIONAL CULTURE
Values give support and shape to the vision, the The Human Resources system is made up of a
latter being the long-term version of the mission. series of subsystems that range from policies
Goals are a means to then determine the objectives and other organizational guidelines to
that allow the fulfillment of the mission. employee demands.
• DEFINE • DEFINE THE
MISSION COMPETENCES
CARDINALS
AND SET THE
VISION GUIDELINES
STRATEGIC
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR

CLASSICAL THEORY
Perspective Approach Exponents Period

Scientific, rational and Structure of organizations Henry Fayol

operational
Division of tasks Authority by AND. W. Taylor L. F.
1880 to 1940
levels Cross controls Scientific Urwick Max Weber J
management

THEORIES BASED ON HUMAN RELATIONS

THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR

PSYCHOLOGICAL-SOCIAL SCHOOL
—----m-------------n
Perspective Exponents Period
Approach

Individual needs and motivation Knowledge management and

individual contributions.
Abraham Maslow
1950 to 1960
Personal motivation and self- Douglas 'Yo
actualization. McGregor
Achievement orientation,
R. Likert C Argyris -
individual independence, and
relationship support
_____________________________ d. McClelland _______

THEORIES ABOUT LEADERSHIP

— -— -------------------------------------■ onn
Perspective Approach Exponents Period

Leadership qualities and style d.

Nature of leadership qualities McGregor'Tannen
1950 to 1960
and styles baum/Schmidt
c. Argyris
THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR
Blake/Mouthon
Situational/functional
leadership. F. AND. Fiedler
How to approach 'Victor Vroom ►
contingencies John Adair W.
Reddin 1960 to 1970 ____
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR

SYSTEMIC THEORIES
Perspective Approach Exponents Period
•

People within a system (social

and technical) Union between social needs and Trist/Emery'
technical requirements Nature of - 1950 to 1960
the groups in the organization
Burns/Stalker ____

THEORIES ABOUT CONTIGENCITY

Perspective Approach Exponents Period
_____-neither
* n '
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR
Joan Woodward 1950
Structure/design depends on the
situation There is no single structure
model Lawrence & Lorsch 1960
The type of production
influences the structure Pugh D. S.
The environment influences 1960
the structure Mintzberg
The size of the organization, 1970 / 1980
its history, etc., affect the
structure Contingent factors,
including power, influence the
structure
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR

THEORIES ABOUT QUALITY MANAGEMENT

t■■.:
Perspective Approach Exponents Period
Yes3: ' 35

W. Edwards
Nature of quality Total quality
1970 to 1980
approach Nature of value versus Deming J, Juran

and_____
M. AND. Porter .
Provide the consumer with quality quality

and value 1____________________

THEORY X AND THEORY Y

Theory Theory Y

• Work is as natural as fun and rest.

• The average individual dislikes work and will avoid it
• Individuals are not inherently lazy you are They are
if possible.
induced to be so as a result of experience.
• The common individual lacks responsibility ity, has
• Individuals have potentialities. Under appropriate
few ambitions and seeks security above all.
conditions, they learn to accept and seek
• Most individuals must be forced and threatened with
responsibility. They have imagination, ingenuity and
punishment to achieve guide them to work.
creativity, which can be applied to work.

Based on these assumptions, it is the role of managers

Based on these assumptions, it is the role of managers
to develop employees' potential and help them exploit it
to force and control employees.
in pursuit of common objectives.
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR
Source: Davis, Keith and Newstron, John W. Human behavior at work. Work cited.
 THEORIES → DESCRIPTIONS
MODELS OF ORGANIZATIONAL BEHAVIOR

THEORY Z: Differences in the behavior of companies (Japanese and North American)

Japanese organizations North American organizations

Short-term job offer

Lifetime employment offer (only for important workers)

Internal promotion External recruitment

Unskilled career patterns Specialized running patterns

High degree of mutual trust/loyalty between managers Varying degrees of trust/loyalty in both (managers and
and employees employees)

Importance of collective responsibility Individual responsibility for results

Short-term performance is more important

Long-term performance evaluation/measurement

Success considered based on cooperative efforts Success considered in terms of achievements in

dividual
MODELS OF ORGANIZATIONAL BEHAVIOR

Autocratic Custody Support Collegiate

• Those in • chase the conclusion that “an model depends
command organization is a on generating a
security and social system
positions have employee sense of
enough power to whose most “companionship”
satisfaction and is important element
tell employees a step forward with the
what to do. The is the worker.” This
regarding he employees. The
model depends on
autocratic model leadership, rather Bosses are seen
than power and as collaborators.
employees money
generally follow •Around 1920,
orders studies by Elton • represents the
Mayo came to the concept of
equipment. This
 FOUR MODELS OF ORGANIZATIONAL BEHAVIOR BY Keith Davis

Autocratic custody Support Collegiate

Model basis Can Economic Leadership Association

resources

Administrative Authority Money Support

Teamwork
guidance

Employee Obedience Safety and features Job performance Responsible

orientation conduct

Psychological Dependence on the Organization Stake Self-discipline

outcome in boss dependency
employees

Subsistence Security Category Self realisation

Employee needs and recognition
met

Minimum Passive Moderate

Performance result Pulse animation
cooperation enthusiasm
ORGANIZATIONAL CULTURE

« It is a system of
meanings shared by
the members of a
organization, which
distinguish from others »

" It is a set of
basic features that
value the organization »
 ANALYSIS OF:

THE ORGANIZATIONAL CULTURE

High Manifest cultural references. Ex.: organization logo

LAYER
Visibility

Source: Harrison and Shiron.

IF'
S
 PROBABILITIES BEFORE METHODS OF
CULTURAL CHANGE
« It is possible to make a cultural change through the design of a
competency management model »
 ORGANIZATIONAL DEVELOPMENT

Desired evolution •It does not imply •Evidence that

of organizational a certain type of organizations are
behavior behavior, but those systems that
that each function thanks to
•Move from the organization interpersonal
current situation to wishes •It is not a new relationships •Among its main
another, which will concept and can objectives is a
allow the greater quality of
be called in other
organization's life and productivity
strategy or ways Ex: Cultural
objectives to be Change ________________J.
better achieved. Yo >

________________J.
 HOW TO IMPLEMENT THE

ORGANIZATIONAL DEVELOPMENT

MANAGE THE CAPITALIZE THE

CHANGE AND OPPORTUNITIES
WORK ON
DEFINE DEVELOP SOLVE
THE PROCESSES AND DO THEM
COMPETENCES COMPETENCES ISSUES
AND BENEFICIAL
THE DERIVED FROM FOR ALL
SAME
 VARIABLES OF

ORGANIZATIONAL DEVELOPMENT
Organizational development variables
• Organizational structure
• Controls
• Policies
•Training
• Leadership
• DO

Causal variables

Fountain; Davis and

Newstron.
 STEPS FOR HIM
ORGANIZATIONAL DEVELOPMENT (CULTURAL CHANGE)
 IMPLICATIONS OF GLOBALIZATION IN THE
ORGANIZATIONAL BEHAVIOR

effectiveness in any
foreign context or
own subculture
different regions of a
COSMOPOLITISM
same country
Ability to reorder
own behaviors
to adapt them to uses and
Ability to adapt and distinctive customs, and
work quickly with learn from this to
perform better
 GOOD PRACTICES

♦ EXPRESSION OF THE ♦ REDUCTION OF RESPONSE TIME

VISION
♦ THE LEADER WHO CONTAINS THE ANXIETY OF HIS EMPLOYEES
♦ PROMOTION OF SHARED VALUES
♦ ACQUISITION OF POWER BY SHARING POWER ♦ INCULATE THE PRINCIPLE OF GOOD CORPORATE
CITIZENSHIP
♦ SELECTION OF COMPLEMENTARY COLLEAGUES ♦ OPEN COMMUNICATION

♦ BELIEFS THAT SMALL IS GOOD ♦ PRESENTATION OF SUCCESS CHALLENGES

♦ DEVELOPMENT OF AN INTERCONNECTED STRUCTURE ♦ REWARD FOR EXCELLENCE

♦ ABOLITION OF BUREAUCRACY ♦ DEVELOPMENT OF COMMITMENT AND

AUTONOMY
♦ PERMANENCE AT THE TECHNOLOGICAL ♦ INNOVATION AND LEARNING
SUMMIT
♦ CUSTOMER FOCUS ♦ CULTIVATION OF HARMONY IN A GLOBAL ORGANIZATION
 NEW TRENDS IN
ORGANIZATIONAL BEHAVIOR

♦ Systemic
management of Human Resources
subsystems aligned to the strategy

♦ People responsible for themselves

♦ Bosses who
delegate
♦ Collaboration between members of the
same organization

♦ Work-family balance
 ♦ DEVELOPMENT OF YOUR ♦ TALENT DEVELOPMENT AND SELF-
TEAM DEVELOPMENT
♦ MEDIA SKILLS ♦ INTEGRITY
♦ ♦ LEAD BY EXAMPLE
LEADERSHIP
♦ LEADERSHIP FOR CHANGE ♦ MOTIVATE
OTHERS
♦ STRATEGIC THINKING ♦
SIMPLICITY
♦ EMPOWERMENT ♦ PASSION FOR TECHNOLOGY
♦ DYNAMISM - ENERGY ♦ SOCIAL RESPONSIBILITY
♦ COSMOPOLITISM ♦ ENTREPRENEURIAL
♦ PUBLIC RELATIONS ♦ SHIPWRECK COMPETITION
♦ COMMITMENT TO PROFITABILITY AND GROWTH ♦ CUSTOMER
ORIENTATION
 PRACTICES OF INCREASING UTILIATION IN THE
RELATIONSHIP
EMPLOYEE EMPLOYER

SCHEDULES
FLEXIBLE TELECOMMU
• With flexible schedules, people who belong to an
employees can better meet organization, not to those
other requirements in their who work under freelance
environment, to adapt them or any other modalities.
to their lifestyle. • Teleworking is work, in the
sense of tasks that are
• This practice does not imply performed on a stable basis
anarchy or total freedom. for an employer
• It refers to work from home
or in teleworking centers of
 LIMITATIONS OF
ORGANIZATIONAL BEHAVIOR

" He study of the

Organizational behavior
will not be the solution to
all the problems that the
organization has. If there is
a negative situation, this
study will allow you to
know what is happening
and from there try new
changes »
HOW TO MAKE A DIAGNOSIS AND PROVIDE SOLUTIONS
Each of these methods serves to present the facts, not to make

a diagnosis of causes and effects.

HOW TO MAKE A DIAGNOSIS AND PROVIDE SOLUTIONS
Observation always implies some type of subjective view in the
perception of facts, these perceptions can be based on:
HOW TO AVOID DISTORTIONS IN PERSEPTION
SOCIAL LEARNING