Hbo Powerpoint
Hbo Powerpoint
Hbo Powerpoint
BEHAVIOR IN
ORGANIZATION
WHAT IS HUMAN
BEHAVIOR
Human Behavior refers to the physical actions
of a person that can be seen or heard. With his
thoughts, feelings emotions or sentiments the
person exhibits behaviors similar or different
when he is in or out of organizations.
AN OVERVIEW OF
HUMAN BEHAVIOR
IN ORGANIZATIOS
WHAT IS ORGANIZATIONAL
BEHAVIOR
Organizational Behavior or OB may
be defined as the study of human
behavior in organization, of the
interaction between individuals and
the organization and of the
organization itself.
With his
THE Thoughts ,
Feelings,
PERSON Emotions,
Sentiments
BEHAVIO
R
IN THE
ORGANIZATION OUT OF
THE
THE PLACES WHERE THE PERSON ORGANI
ZATION
EXHIBITS HIS BEHAVIORS
THE GOALS OF OB
• To explain behavior
Systematically describe how people behave under a
variety of conditions and understand why people
behave as they do.
• To predict behavior
OB must be used to predict behavior so support
can be provided to productive and dedicated
employees,and measures could be instituted to
control the disruptive and less productive ones.
• To control behavior
As control is an important component of
effective performance
THE ELEMENTS OF
OB
• People
• Structure
• Technology
• Environment
THE BENEFITS OF STUDYING
ORGANIZATIONAL BEHAVIOR
• Development of people skills
• Personal growth
• Enhancement of organizational
and individual effectiveness
• Sharpening and refinement of
common sense
Development of People
Skills
https://www.mindtools.com
• Taylor believed that all workers were motivated by
money, so he promoted the idea of "a fair day's pay
for a fair day's work." In other words, if a worker
didn't achieve enough in a day, he didn't deserve to
be paid as much as another worker who was highly
productive.( https://www.mindtools.com)
ELTON MAYO
• Elton Mayo and his research team
conducted the Hawthorne Studies in
1920 to determine what effect hours of
work,periods of rests and lightings might
have on worker fatigue and productivity.
• Mayo concluded that social interaction
is a factor for increased productivity
• The Hawthorne Studies were developed as a human
relations movement in organizational management to
identify strengths and competencies in workers and to
better manage, measure, develop, and improve worker
capabilities (Baack, 2012). The primary focus of
the Hawthorne Study was centered on an individual in the
work place. (https://mayrsom.com/2012/12/24/organizational-behavior-analysis-of-
the-hawthorne-studies/)
1.Conflict of interest
2.Fairness and Honesty
3.Communication
4.Relationship within the organization
Conflict of Interest
exist when a person is in the position of having decide
whether to advance the interest of the organization
or to operate in his or her own personal interests .
• Demographics
• Aptitude and ability
• Personality
DEMOGRAPHIC DIVERSITY
The source of demographic diversity include the
following :
1.Gender
2.Generational differences and age;
3.Culture
Gender Differences
Research findings indicate that there are very few differences
between men and women that affect job performance.
Specifically men and women are not different along the
following concerns:
CULTURE
• Refers to the learned and shared ways of thinking and
acting among a group of people or society.
• Differences in job performance and behavior are
sometimes caused by differences in culture
Reasons why people
are different from What Makes People
each other Different from each
other
DEMOGRAPHI APTITUDE
AND ABILITY PERSONALITY
CS
GENDER PHYSICAL
CHARACT-
INTELLECT PHYSIC ERISTIC
GENERATIO
NAL
UAL AL
ABILITY ABILITY
DIFFERENCE
S A ND AGE
MENTAL
CHARACT-
ERISTIC
CULTURE
Culture has two dimensions
1.Social Culture- which refers to the social
environment of human-created beliefs,
customs, knowledge,and practices that
define conventional behavior in a society
2.Organizational Culture-is the set of values
,beliefs, and norms that is shared among
members of an organization.
APTITUDE and ABILITY
APTITUDE may be defined as the capacity of a person to
learn or acquire skills.
ABILITY refers to an individual’s capacity to perform the
various tasks
In a job.
Multiple
Dimensio
Triarchic Intelligence
n of
Theory Theory
Intellectu Linguisti
al Ability c
Compon Logical/Ma
Cognitive
ential thematical
Experien Musical
Social tial
Spatial
Bodily
Emotion Kinesthetic
al Contextu Intraperson
al al
Cultural Interpersonal
Naturalis
Components of the Various Theories of Intelligence t
Personality
• Sense of sight
• Sense of hearing
• Sense of taste
• Sense of smell
• Sense of touch
LEARNING,PERCEPTION
AND ATTRIBUTION
Learning may be defined as a relatively
permanent change in behavior or
knowledge due to experience.
Direct
EXPERIENCE
(observation,pracrice
etc.)
INDIREC
T(READI
LEARNING
NG,WATC
HING
MOVIES)
CHANGE IN OTHER
BEHAVIOR(PHYSI CAUSES(DRU
G,INJURY,DI
CAL OR CHANGE SEASE,MATU
OF KNOWLEDGE) RATION
Original
Stimulus Response
Neutral
Stimulus
Conditioned Conditioned
Stimulus Response
Operant Conditioning
Operant conditioning may be defined as a type of learning
where people learn to repeat behavior that bring them
pleasurable outcomes and to avoid behavior that lead to
uncomfortable outcomes.
LEARNING
REPEAT AVOID
BEHAVIOR BEHAVIOR
That brings That brings
Pleasurable Uncomfortab
Outcome le Outcome
Social Learning
process of observing the behavior of others
,recognizing its consequences,and altering behavior
as a result.
INFORMATIO
N
SELECT PEOP
ORGANIZE LE
INTERPRE
T
RETRIEVE
RESPOND
Factors Influencing
PERCEPTION
Perception
TARGET SITUATIO
FACTOR N
S FACTORS
Contrast
Intensity
Time
Figure-ground separation Work Setting
Size
Motion Social Setting
Repetition or Novelty
The Situation
Perception is also affected by the surrounding
environment
1. Distinctiveness
2. Consensus
3. Consistency
Distinctiveness
How consistent a person’s behavior across different
situation.
Consensus
This refer to the likelihood that all
those facing the same situation will
have similar response.
Consistency
This refer to the measure of whether
an individual respond the same way
across time.
SHORTCUTS USED IN FORMING IMPRESSION OF
OTHERS
CONTRAST EFFECT
May be defined as evaluation of a person’s characteristic that are affected by
comparions with others recently encountered who rank higher or lower on the same
characteristics.
Projection
Is attributing one’s own thoughts,feeling or motives
to another.
Stereotyping
Refer to judging someone on the basis of one’s
perception of the group to which the person
belongs.
VALUES,ATTITUDES
AND JOB
SATISFACTION
JOB
SATISFACTI
ON
ATTITUDE
VALUES
1. Modeling
2. Communication of Attitudes
3. Unstated but implied attitudes
4. religion
Types of Values
1. Achievement-this is value that pertains to getting things done
and working hard to accomplish goals.
equals
equals
conflict
Positive
feelings Effects of Value Congruence and Incongruence
Espoused Value
are what member of the organization say they
value
Enacted Value
Those that are reflected in the actual
behavior of the individual member of the
organization.
Instrumental and Terminal Values
Terminal Values
Represent the goals that a person would like to achieve in
his or her life time.
Instrumental Values
refer to preferable modes of behavior or means of
achieving the terminal values
Attitudes
1.Cognitive
2.Affective
3.Behavioral
NEGATI
VE
AFFECTIVE ATTITU
(FEELING) DE
I hate my boss TOWAR
D BOSS
BEHAVIORAL(
ACTION)
I am requesting for a transfer
The Components of An Attitude
Difference in Personal Disposition
People differ in their personal disposition. Some have attitudes
that are positively affective, while some have negatively affective
attitudes.
POSITIVE NEGATIVE
JOB
INVOLVEME Lack of Job
involvement Low
NT
Organizational
Commitment
Job Job
Satisfaction Dissatisfactio
Organizational n
commitment
Day dreaming
Performing excellently
in all job aspects Unathorized absences
Early departure
Extended breaks
Serving customers Work slowdown
beyond working hours
Verbal abuse
Dangerous action
Against another employee
Effects of Employee Attitude.
Salary
Work itself
Promotion Opportunity
Quality of Supervision
Relationship with Co Workers
Working Condition
Job Security
Ways to Measuring Job Satisfaction
Organizational Commitment
refer to the degree to which an employee identifies
with particular organization and its goal and wishes to
maintain membership in the organization.
Organizational Commitment are categorized into
three Dimenson
1.Affective Commitment
2.Continuance Commitment
3.Normative Commitment
Affective Commitment refers to the employee’s
emotional attachment to the organization and belief
in its values
Normative Commitment
Refers to an obligation to remain with the company for
moral or ethical reason.
Motivation
Determinants of Job Performance
OPPORTUNI
TY TO
PERFORM
JOB PERFORMANCE
WILLINGNE
SS TO
PERFORM
Certain
Course Bahavio
of action r
Organizational
Content Theories
are those that focus on analyzing the wants and needs of an
individual.
Content Process
Theories Theories
ACQUIRED
NEEDS Goal
THEORY Settin
g
Theor
ERG y
THEOR TWO- Equity
Y FACTOR
THEORY Theor
y
Hierarchy EXPECTANCY
THEORY
of needs
theory
Theories of Motivation
The Hierarchy of Needs Theory
Self Actualization
Esteem
Social
Safety
Physiological
Maslow’s Hierarchy of
The ERG Theory
Developed by Clayton Aldefer, He believed that motivating people,
we are confronted by three set of needs : existence(E),
Relatedness(R) and Growth (G)
1. Existence –This refers to need satisfied by such factors as
food,air,water,pay,and working conditions
2. Relatedness-This refers to the needs satisfied by
meaningful social and interpersonal relationships
3. Growth – This refers to the needs satisfied by an
individual making creative or productive contribution
Acquired Needs Theory
Developed by David McClelland
1.Achievement
2.Recognition
3.Work Itself
4.Responsibility
5.Advancement
6.Growth
Expectancy Theory
Developed by Victor Vroom
This theory sees people as choosing a course of action according to
what they anticipate will give them greatest rewards.
Vroom elaborated by explaining that motivation is a product of
the following factors :
1. Valence-how much one wants a reward;
2. Expectancy- one’s estimate probability that effort will result in
successful performance.
3. Instrumentality- one’s estimate that performance will result in
receiving reward.
Intrumentality Valence
Expectancy
(perceived effort- (perceived performance- (perceived values of
performance reward probability rewards
probability
Improved
Performance Goal Setting Theory
Motivational Methods and Programs
1. Motivation through Job Design
2. Organizational Behavior Modification
3. Motivation through Recognition and Pride
4. Motivation through financial incentives
Motivation Through Job Design
Job design may be defined as the way the element in a job are
organized.
Work arrangement (or rearrangement) aimed at reducing or
overcoming job dissatisfaction and employee alienation arising from
repetitive and mechanistic tasks. Through job design, organizations
try to raise productivity levels by offering non-monetary rewards
such as greater satisfaction from a sense of personal achievement in
meeting the increased challenge and responsibility of one's work
Read more: http://www.businessdictionary.com/definition/job-design.html
Three Concepts are important in designing jobs.
1.Job Enrichment
2.Job Characteristics Model
3.Job Crafting
Job Enrichment
• Job enrichment adds new sources of job satisfaction by increasing
the level of responsibility of the employee.
(Read more: http://www.businessdictionary.com/definition/job-enrichment.html)
• Refer to a practice of building motivating factors like responsibility,
achievement and recognition into job content
Characteristics of Enriched Job :
Payment by Results
Schemes links pay to the quantity of the individual’s output.
Advantages
1. The employee is motivated to put in extra effort because by doing so, he or she will
receive additional income
2. There is fairness because the level of reward is related to the level of output
3. There are likely to be cost advantage since wages are directly linked to production and
less supervision is required.
The disadvantage of payment by results are as follows :
1. Outputs in certain job s cannot be easily measured
2. Safety Standard may be compromised
3. Workers may be view payment by results as a device to obtain greater effort from
them without commensurate rewards
Performance Related Pay
Scheme consider result or output plus actual behavior in the job.
Advantages
1. It increases employees beliefs(instrumentality) that reward will follow high performance
2. Those that perform better are rewarded more
3. It is comparatively objective and verifiable.
Disadvantage
1. Cost rises along with the rewards
2. The System is complex
3. Employees with declining energy may experience a decrease in total pay
4. The union may resist the incentive idea
5. There is delay in payment of incentive
6. The system is rigid
7. It is difficult to motivate higher performance across a broad range of employees.
Profit Related Pay
organization wide scheme where pay is linked to company
profits.
Advantage
1. Employees identify more closely with the success of the organization
2. There is a breaking down or removal or communication barrier between
management and employees
3. Cooperation and working together for mutual benefit s encouraged;
4. Awareness of the link between performance and organizational
profitability leads to greater awareness costs and their impact on
performance.
5. When profits fall,the decline in pay is a preferable alternative to laying off
employees
6. Group pressure could raise the performance level of poor performers
Disadvantage
1. Profits are not directly related to an employee’s effort on the job
and this is a negative factor to motivation
2. Employees must wait for their reward and the delay diminishes its
impact
3. Since profit are unpredictable,total worker income may vary from
year to year .
Skill Based Pay
Also known as competency based or knowledge based pay ,this
is a pay plan that sets pay level on the basis of how many skills
employees have or how many jobs they can do :
Advantage
1. It provide strong motivation for employees to develop their work-related skills;
2. It reinforce an employees sense of self-esteem;
3. It provide an organization with highly flexible workforce that can fill in when someone is
absent.
Disadvanatge
1. Since most employees will be voluntarily learn higher level jobs,the average hourly
pay rate will be greater than normal
2. A substantial investment in employee training must be made especially in the time
spent coaching by supervisors and peers
3. Not all employees like skill based pay because it placed pressure on them to move up
the skill ladder
4. Some employees will qualify themselves for skill areas that they will unlikely
use,causing the organization to pay them higher rates than they deserve.
Cafeteria or Flexible Benefit System
This is a benefit plan that allows each employee to put together a
benefit package individually tailored to his or her own needs and
situation.
Advantage
1. It enable employees to choose options that best fit their own needs
2. Deciding among the various option makes employees more aware of the benefits
giving them a real sense of the value of the benefits their employers provide
3. Flexible benefit plan can lower compensation costs because employers no longer
have to pay for unwanted benefits
4. Employers and employees can save taxes.
Disadvantage
1. It creates an administrative burden
2. It can lead to the increased insurance premium
COMMUNICATION
Communication
may be defined as the transfer of information including
feelings,and ideas from one person to another
NOISE
ENVIRONMENT ENVIRONMENT
SENDER CHANNEL
RECEIVER
FEEDBACK
The
NOISE Communication
ENVIRONMENT
Process
SENDER
Is a person who makes the attempt to send a message which could
be spoken,written in sign language or non verbal to another person
or a group of persons.
MESSAGE
Is a purpose or an idea to be conveyed in a communication event.
The Channel
The medium through which the message travel.
1. Face to face
2. Telephone and Cell phone
3. E-mail
4. Written memos and letters
5. Posted Notices
6. Bulletins
The Communication Channel may be classified also as
1. Formal
2. Informal
The Receiver
The person receiving the message.
The Feedback
refer to the process of communicating how one feels about
something another person has done or said
The Environment
refer to the circumstances in which messages are transmitted
and received.
The Noise
Anything that disrupts communication including the attitude and
emotion of the receiver.
Verbal Communication
is a major means of sending messages.It includes one-on-one
meetings,speeches,grapevine,telephone,departmental or
interdepartmental meetings,and presentation.
A major disadvantage of verbal is the distortion of the message when
it passes to several people
Written Communication
Includes memos, notice-boards and letters to staff ,emails,
faxes,Internal newspaper and instant messaging.
Advantage of Written Communication
1. It is formal and authoritative
2. It provides a permanent record of what have been said
3. It provide a document useful for legal purposes
4. A number of people will receive exactly the same information
5. It is useful in communicating something complicated
6. It is sometimes quicker
7. It avoids a lengthy discussion
8. Words can be chosen carefully
Function of Communication
1. Information Function
2. Motivation Function
3. Control Function
4. Emotive Function
Basic Goals of Effective Communication
1. To gain goodwill
2. To inquire
3. To inform
4. To persuade
Barriers to Communication
1. Filtering
2. Selective perception
3. Information Overload
4. Emotions
5. Language
6. Communication Apprehension
7. Absence of feedback
8. Physical Separation
9. Lack of Credibility of the Sender
Filtering
refer to manipulation of information so that is will be seen more
favorably by the receiver
Selective Perception
receiver selectively see and hear message based on their
needs, motivations, experience, background and other
personal characteristics.
Information Overload
refer to the condition in which information inflow exceeds an
individual’s processing capacity
Emotions
The Receivers feeling affect his ability to understand
any message sent to him
Language
Words do not always means the same thing to
different people
Communication Apprehension
refers to the undue tension and anxiety about oral
communication,written communication or both
Absence of Feedback
The absence of feedback does not provide a sender the
opportunity to correct misimpressions about the message
sent
Physical Separation
Refers to interferences to effective communication occuring in
the environment where the communication is undertaken.
Physical barrier
1. Distances between people
2. Walls
3. An office that is not conducive to communication
4. An intimidating person posting near the door
5. Wrong timing
Lack of Credibility of the Sender
Depending on the credibility of the sender, message can get
through the channel to the receiver.
Upward Communication
• Problem and exceptions
• Suggestions for improvement
Influence • Performance reports
• Grievance and Dispute
• Financial and Accounting
information
Coordination
Horizontal Communication
• Intradepartmental problem solving
• Interdepartmental coordination
• Staff advise to the departments
Group Classification
1. Formal Group- defined by the organization structure ,with
designated work assignments and established task
2. Informal Group-It is formed by individuals and developed around
common interests and friendship rather than around adeliberate
design
GROUPS
FORMAL INFORMAL
TYPES OF GROUPS
Types of Formal Group
1. Command group –A group composed of individual who report
directly to certain manager
2. Task Group—It is that kind of group consisting of a persons
working together to complete a job task.
ADJOURNI
NG
STORMING
PERFORMI
NG
NORMING
Interacting Groups
are typical groups in which members interact with each other
face-to-face
Essence of interaction through oral, written and non verbal
communication.
Brainstorming
A group problem solving technique which promotes creativity by
encouraging members to come up with any ideas no matter how
strange without fear of criticism.
In Brainstorming the participants are required to observe the
following
1. Generate as may idea as possible
2. Be creative,freewheeling and imaginative
3. Build upon,extend,or combine earlier ideas
4. Withhold Criticism of others’ ideas
Nominal Group Technique
Group of decision making method in which individual
members meet face-to-face to pool their judgments In a
systematic but independent fashion.
Work Teams
is a formal group comprised of people interacting
very closely together with a shared commitment
to accomplish agreed-upon objective
Difference between Workgroups and Teams
A workgroup is one that interact primarily to
share information and to make decision to
help each member perform with his or her
area of responsibility
Groups Emphasize individual
leadership,individual accountability and
inividual work products
Teams emphasize shared leadership,mutual
accountability,and collective work products
Type of Teams
1. Problem-Solving Teams
2. Self-Managed Work Teams
3. Cross-Functional Teams
4. Virtual Teams
Formal Leadership
Refers to the process of influencing others to pursue official
objectives
Informal Leadership
Process of influencing others to pursue unofficial objectives
Power of the leader
1.Position Power
2.Personal Power
Position Power
Consist of:
1.Legitimate Power
2.Reward`Power
3.Coercive Poer
Legitimate Power
Also referred to as authority,this power emanates from as person’s
position in the organization
Coercive Power
This power arises from the expectation of subordinates that they
will be punished if they do not conform to the wishes of the leader
Types of Power TYPES OF POWER IN
ORGANIZATION
POSITION PERSONAL
EXPERT
LEGITIMATE POWER
POWER
REWARD REFERENT
POWER POWER
COERCIVE
POWER
Personal Power
1. Expert Power
2. Referent Power
Theories of Leadership
1. Trait Theories
2. Behavioral Theories
3. Contingency Theories
LEADERSHIP
THEORES
LEADERSHIP THEORIES
OHIO STATE
YUKL
UNIVERSITY
STUDIES
STUDIES
MANAGERIAL
UNIVERSITY OF GRID OF BLAKE
MICHIGAN AND MOUTON
STUDIES
CONTINUUM OF
LEADERSHIP PATH-GOAL
CONTINGENCY
BEHAVIOR MODEL(HOUSE
LEADERSHIP
(TANNENBAUM AND MITCHELL)
MODEL
AND SCMIDT
(FIEDLER)
LEADERSHIP NORMATIVE
HERSHEY-
BLANCHARD MEMBER DECISION MUCZYK-
SITUATIONAL EXCHANGE MODEL(VRO REINMANN
LEADERSHIP APPROACH OM MODEL
(GRAEN) AND`JAGO)
TRAITS THEORIES
-Consider leader to possess common
traits.
-Early researchers on leadership
placed emphasis on traits and had
resulted in the determination of
a wide span of personal attributes
such as physical appearance,
intelligence , and self confidence.
It was found out that the average person who occupies a
position of leadership exceeds the average number of his
group to some degree on the following factors :
1. Sociability
2. Persistence
3. Initiative
4. Knowing how to get things done
5. Self Confidence
6. Alertness to and insight into situation
7. Cooperativeness
8. Popularity
9. Adaptability
10. Verbal Facility
Later, researchers guided by their findings , drafted a
more general view of what good leaders have in common
. These consist of the following :
• Leader-member relations
• Task structure
• Position Power
Leader member relations refer to the degree
of confidence , trust and respect thw followers
have in their leader.
Task Structure refers to the extent to which the
tasks the follower are engaged in are structured.
Task structured is high when the task is clearly
specified and known as to
• Task structure is low when the task is unclear ,
ambiguous or unspecifiable.
• Position Power refers to the power inherent in
the leadership position.Generally greater
authority means greater position power.
• Leader with high position power can easily
influence subordinates , while those with less
position power finds it difficult to perform their
tasks.
• The most favorable favorable situation exists
when there is good leader-member relations,
high task structure, and strong position power.
The Path Goal Method
• This is a leadership model developed by Robert
House and Terrence Mitchell that states that the
leader’s job is to create a work environment
through structure , support and rewards that
help employees reach the organization’s goal
• The two major roles involved are :
1. the creation of a good orientatiom
2. the improvement of the path toward the goals
so that they will be attained.
Path-Goal Theory of Leadership
GOALS
Motivated Effective
Employee LEADER Performance
Needs BEHAVIOR Employee
Paths
Towards
Goals
House and Mitchell identified four
leadership behaviors :
• The directive leader. This is the type of leader
who lets followers know what is expected of
them , schedule work to be done, and gives
specific guidance as to how to accomplish tasks.
• The supportive leader. This is the type of
leader who is friendly and shows concern for the
needs of floowers.
• The participative leader. This is the leader
who consult with followers and uses their
suggestions before making a decision.
4. The Achievement oriented leader-This is
the leader who sets challenging goal and expect
followers to perform at their highest level.
D4 D3 D2 D1