The Dynamics of People and Organization

Chapter 1

 People tend to be very effective at managing relationships when they can understand and control their own emotions and can empathize with the feelings of others. -Daniel Goleman All in all, a wealth of [organizational behaviour] strategies are available to help practitioners improve their organizations operation. -Karlene H. Roberts, et al2

Understanding Organization Behavior

Organizational Behavior

The study and application of knowledge about how people as individuals and as groups act within organizations. Goals of Organizational Behaviour
Describe Understand Predict Control

Understanding Organization Behavior

Forces
People Make up the internal social system of the organization Structure Defines the formal relationship and use of people in organizations Technology Provides the resources with which people work and affects the tasks that they perform Environment It is where organizations operate

Fundamental Concepts

Figure 1-1
Key forces affecting organizational behavior

Understanding Organizational Behavior

Positive Characteristics of the OB Field

Theories
Offer explanations of how and why people think, feel, and act as they do.

Research
The process of gathering and interpreting relevant evidence that will either support a behavioral theory or help change it.

Practice
The conscious application of conceptual models and research results in order to improve individual and organizational performance at work.

Understanding Organizational Behavior

Major Strengths of OB Interdisciplinary nature

Integrates the behavioral sciences with other social sciences that can contribute to the subject.

Research knowledge and conceptual frameworks

The keys to its past and future successes revolve around the related processes of theory development, research, and managerial practice.

Acceptance of theory and research

Managers of today are more receptive to new models, they support related research, and they hungrily experiment with new ideas.

Fundamental Concepts

Figure 1-2 The interaction of theory, research, and practice in organizational behavior

Fundamental Concepts
The Nature of People Individual Differences Perception A Whole Person Motivated Behavior Desire for Involvement Value of the Person The Nature of Organizations Social Systems Mutual Interest Ethics

Fundamental Concepts
Nature of people
Individual differences- the idea is to supported by science. Perception- which unique way in which each people sees, organized, and interpret things A whole person- although some organization may wish they could employ only a person skill or brain, they actually employ a whole person rather than certain characteristics. Motivated behaviour- these may relate to a persons need or consequences that result from acts. Desire for Involvement- many employees today are actively seeking opportunities to work to become involve in relevant, thereby contributing their talents and idea t the org success. Value of the person- people deserve to be treated differently from other factors of production (land, capital technology) because their higher order in the universe.

Fundamental concept

Nature of organizations
Social System- from the sociology we learn that organizations are social system; consequently, activities therein are governed by social laws as well as psychological status. Mutual Interest- Organization need people, and people need organization. Ethics- in order to attract and retain valuable employees in an era in which good workers are constantly recruited away.

Fundamental Concepts

Figure 1-4 Mutual interest provides super ordinate goal for employees, the organization, and society

Fundamental Concepts
Figure 1-5 Basic approaches of the book. Human resources (supportive) Employee growth and development are encouraged and supported. Contingency Different managerial behaviors are required by different environments for effectiveness. Results-oriented Outcomes of organizational behaviour programs are assessed in terms of their efficiency. Systems All parts of an organization interact in a complex relationship.

Fundamental of Concepts

Figure 1.6 1. Knowledge X Skills = Ability 2. Attitude X Situation = Motivation 3. Ability X Motivation = Potential Human Performance 4.. Potential Performance = Organizational X Resources X Opportunity Results

Fundamental Concept
A System Approach
1. 2. 3. 4.
5. 6. 7. 8.

There are many variables within a system. the parts of a system are interdependent. There are many subsystem contained within larger system systems generally require inputs, engage in some process, and produce outputs. The inputs-process-output mechanism is cyclical and selfsustaining. System produce both positive and negative feedback . System produce both intended and unintended consequences. The consequences of system may be short-term, long-term, or both.

Fundamental Concept Holistic OB- interprets people -whole persons, whole person, whole group, whole organization and whole social system

Cost benefit analysis- to determine whether potential actions will have a net positive or negative effect (see Figure 1-7)

Limitations of Organizational Behavior

Behavior Bias
People who lack system understanding may develop this which gives people the narrow viewpoint that emphasizes satisfying employee experiences while overlooking the broader system of the organization in relation to all its publics. Tunnel Bias

Law of Diminishing Returns

Overemphasis on an organizational behavior practice may produce negative results.

Limitations of Organizational Behavior

Figure 1-7 Cost benefit analysis of organizational behavior options

Limitations of Organizational Behavior

Unethical Manipulation of People

People who lack respect for the basic dignity of the human being could learn organizational behavior ideas and use them for selfish ends.
Ethical Leadership recognize such principles as the following: Social Responsibility Open Communication Cost-benefit Analysis

Limitations of Organization Behaviour

Social Responsibility-arises whenever people have power to organization Open Communication-shall operate as a two-way, open system, with open receipt of inputs from people and open disclosure of its operation to them

Cost benefits analysis-and benefits, human and social cost and benefits of an activity shall be analyse in determining whether to proceed with the activity.

Limitations of Organization Behaviour

Continuing challenges
Seeking Quick Fixes -Quick Fix sometimes lead Manager to embrace the newest fad, to address the symptoms while neglecting underlying problems or to fragment their effort within the firm Varying Environments -Another challenge that confronts organizational behaviour is to see whether the ideas that have been develop and tested during periods of organizational growth and economic plenty will endure with equal success of new conditions. Lack of a single definition -Organizational behaviour, as a relatively new discipline has experienced some difficulty emereging as a clearly defined field of study and application

SUMMARY
Organizational behaviour is the study and application of knowledge about how people-as individuals and groups-act in organization. Its goal are to make managers more effective at describing , understanding, predicting and controlling human behaviour. Key element to consider people, structure, technology and external environment. Also emerge as an interdisciplinary field of value to managers. It build on an increasingly solid research foundation, and it draws upon useful idea and conceptual models from many of the behavioural sciences to make managers more effective,

Catherine Alulod BSIHM HRA IIIA