Human Behavior

transcript

Human Behavior

Refers to the physical actions of a person that can be seen or heard

such as smiling or whistling.

The person exhibit's behavior similar or different when he is in or out

of an organization based on his thoughts, feelings, emotions and

sentiments.

Human behavior in an organization is none appropriately referred to

as organizational behavior (OB)

Organizational Behavior

Refers to the study of human behavior in organization of interaction

between individuals and organization and of the organization itself.

Three Goals of Organization

Behavior

To explain behavior

To predict behavior

To central behavior

Explain Behavior

Organization Behavior needs to systematically describe how people

behave under a variety of conditions and understand why people

behave as they do.

Predict Behavior

OB must be used to predict behavior so support can be provided to

productive and dedicated employees

Measures could be instituted to central the disruptive and less

productive ones

Central Behavior

Central is important component of effective performance

THE ELEMENTS OF OB

People

Structure

Technology

Environment

The Benefits of Studying OB

Development of people skills

Personal growth

Enhancement of organizational and individual effectiveness

Sharpening & refinement of commonsense

Two Types of skills that a person need to

succeed in his chosen career

Skills in doing his work

Skills in relating to people

Personal Growth

Makes a person highly competitive

Intrapersonal intelligence

Knowledge of the behavior of others through the study of OB will

help the person understand his own behavior

Enhancement of Organizational

and Individual Effectiveness

Effectiveness is a major attribute of successful organization as well as

individuals

When right decisions are made effectiveness follows

Sharpening and Refinement of

Common Sense

People differ in Common sense they possess.

BRIEF HISTORY of ORGANIZATIONAL BEHAVIORThe Origin of OB can be traced to the following:

1. The Human Relations approach

Scientific management approach by Frederick W. Taylor

Human relations approach by Elton Mayo

2. The Personality Theories

Freud Model

Behaviorist approach by WATSON & SKINNER

Humanist approach by Carl Rogers, FRITZ PERLS and ABRAHAM

MASLOW.

FREDERICK TAYLOR

Primary purpose of the scientific management was the application

of scientific method to increase the individual Workers productivity.

Used scientific Analysis and experiment to increase worker output.

Required individuals as equivalent of machines parts and assigned

them specific repetitive tasks.

ELTON MAYO

His research team conducted the HAWTHORNE studies in 1920

To determine what effect hours of work periods of rest and lighting

might have on Worker fatigue and productivity.

Found out that social environment have an equivalent if not greater

effect in productivity then the physical environment.

Social interaction is a factor for increased productivity.

Sigmund Freud

Psychologist who brought the idea that people are motivated by for

more than conscious logical reasoning.

Irrational motives make up the hidden subconscious mind which

determines the major part of people’s behavior.

JB WATSON

Behaviorism

Formulated theory about learned behavior.

indicates that a person can be trained to behave according to the

wish of the trainees

BF SKINNER S.R.

Extended the theory of WATSON.

Behavior modification.

When people receive a positive stimulus like money or praise for

what they have done they tend to repeat their behavior.

When they are ignored and receive no responds to the action, they

will not be inclined to repeat it.

CARL ROGERS, FRITZ PERLS and

ABRAHAM MASLOWHumanist movement

CARL ROGERS

Focused in the person as an individual instead of adhering to a rigid

methodology.

People should acquired their own values and attitudes rather than

be committed to a fixed set of prescribed goals.

The more self- directed and aware people are, the better they are

able to develop their own individual values and adapt to a

changing environment.

FRITZ PERL

Gestalt psychology is to integrate conflicting needs into an

organized whole; in which all parts of a person mark together

towards growth and development.

ABRAHAM MASLOW

Exposes the idea of developing the personality towards the ultimate

achievement of human potential: process of self actualization

person needs to work his way up the succeeding steps in the hierarchy of needs.

ETHICS and ORGANIZATIONAL

BEHAVIORS

Philosophers maintained that a society has a low regards for morals

will disintegrate after a period of time

To avoid chaos and destruction, and to make life in society possible,

adherence to the practice of moral principles regulating human

relations becomes necessary.

ETHICS

Refer to the set of moral choices a person make based in what he

ought to do.

Organizational Ethics

Moral principles that define right or wrong behavior in organization.

ETHICAL BEHAVIOR

Refers to behavior that is accepted as morally “good” and “right”

as apposed to “bad” and “wrong”.

What Constitutes right and wrong behavior in

organization determined by

The public

Interest groups

Organizations

Individuals personal moral values

ETHICAL ISSUES

Conflict of interest

Fairness and honesty

Communications

Relationships within organization

Conflict of interest

Exists when a person is the position of having to decide whether to

advance the interest of the organization or to operate in his own

personal interest.

Not to accept bribes to influence the outcome of a decision.

Fairness and Honesty

Ethical behavior demands that beyond obeying the laws, people in

an organization should be fair and honest not knowingly harm

customers, clients and competitors through deception, coercion or misrepresentation.

Case 1Topic 1

Individual Differences – refer to the variation in how people respond

to the same situation based on personal characteristics differences are usually substantial than meaningless.

Consequence of Individual

Differences

Individual Differences becomes a serious concerns when people

are situated in a work place.

Consequences pertains to the

following

People differ in productivity in the quality of their work in terms of

need for contract with other people of commitment to the organization their level of self esteem.

People react different to any style of leadership empowerment.

Productivity

Refers to the rate of output per worker.

It differs from person to person

Quality of Work

Will not be contented in making products of mediocre quality.

Others strive to produce output that barely pass standard

requirements

Empowerment

Giving someone the power to do something.

Style of Leadership

Preference of leadership style differ from one person to another

same work effectively with democratic style, others and make

supervision

Social Contact

Same needs none social contact

Other can work alone the whole day

Commitment

Highly committed tend to produce high quality output

Less committed – less concerned about output and attendance

Self Esteem

Low self esteem tend to be less productive.

Tend to avoid accepting more responsibilities.

Abilities do not match with the requirements of the job.

Appetite happens when people have high self esteem.

What makes people different from

another

Demographic

Attitude and abilities

personality

Demographic diversity includes

Gender

Generational differences and age

cultures

Men and Woman are not different

along the following concerns:

1. Problem solving abilities

2. Analytical skills

3. Competitive drive

4. Motivation

5. Learning abilities

6. sociability

Reasons

why people

differ

Demographics Aptitude and Ability Personality

Intellectual

Ability

Physical

Ability

Gender

General

Differences

Culture

Physical

Characteristics

Mental

Characteristics

Dimensions of Intellectual Abilitiesfour sub parts of intelligence

Cognitive

Social

Emotional

cultural

Triarchic Theory of Intelligence

Robert stern being developed on approach to the study of

intelligence.

Triarchic Theory – there are 3 important parts of intelligence

1. Componential - analytic

2. Experiential - creative

3. Contextual - practical

Multiple Intelligences

Howard Gardner developed a very useful means of understanding

intelligence

He proposed eight different components of intelligence which the

individual processes in varying degress

1. Linguistic

2. Logical – mathematical

3. Musical

4. Spatial

5. Bodily – kinesthetic

6. Intrapersonal

7. Interpersonal

8. Naturalist

9. Existential

Determinants of Personality

Result of both heredity and environment

Heredity Factors

1. Physical Stature

2. Facial attractiveness

3. Gender

4. Temperament

5. Much composition and reflexes

6. Energy level

7. Biological rhythms

Environmental factorsthose that exert pressures in the formation of an individuals

personality

1. Cultural

2. Social

3. situational

Personality Factors and Traits

Traits - partially inherited developed depending

in the environment factor.

FACTOR

1. Emotional Stability

Stable us

unstable

TRAITS

Calm, self confidence

Secured

Nervous, depressed unsecured

FACTOR

2. Extraversion

Extravert

Introvert

TRAITS

Sociable, gregarious, assertive

Reserved, timid, quiet

FACTOR

3. Openness to experience

open minded

Close minded

TRAITS

Imaginative, cultured, curious

original, broadminded, intelligent,

artistically sensitive

Conventional, finds comfort in the

familiar.

FACTOR

4. Agreeableness

A. agreeable person

B. Disagreeable

TRAITS

Cooperate, warm, trusting.

Cold, disagreeable, antagonistic

FACTOR

5. Conscientiousness

High conscientious

w/ low score in Conscientiousness

TRAITS

Responsible, organized,

dependable, persistent.

Easily distracted dis organized

unreliable

FACTOR

6. Self monitoring behavior

High self monitor

Low self monitor

TRAITS

Pragmatic, chameleon – like actor

in social groups.

Avoid situations that require him to

adopt to different to different

outer images after in flexible

FACTOR

7. Risk taker & thrill seeking

a. Risk taker

b. Play safe person

TRAITS

Willingness to take risks, purse thrills

Not willing to take risks and pursue

thrills

FACTOR

8. Optimism

Optimist

Pessimist

TRAITS

Positive emotional state believe in

positive outcome

negative

Emotional Intelligence

Daniel Coleman – introduce emotional intelligence or EQ

Refers to the ability of a person to accurately perceiving evaluate,

express and regulate emotions and feelings

Five Components of EQ are:

1. Self regulation

2. Motivation

3. Empathy

4. Self awareness

5. Social skills

More in Physical Ability

1. Sense of Sight

2. Sense of Hearing

3. Sense of Taste

4. Sense of Smell

5. Sense of Touch

Learning, Perceptions & Attribution

Learning

Refers to acquiring a complex set of sophisticated skills as a result of

change.

Understanding of how people learn is very important because it will

help people explain and predict behavior.

Relatively permanent change in behavior in knowledge due to

experience.

A change in behavior happen to

only in both of the following:

1. Learning

2. Other causes such as drugs, injury, disease and maturation

Learning and Behavior

Behavioral change starts with the mind when it accept knowledge.

Outward manifestation due to the knowledge learned.

Theories of Learning

Classical of Learning

Stimulus acquires the capacity to evoke a response that was

originally evoked by another stimulus.

STIMULUS – something that incites action.

Original

ResponseResponse

Neutral

Response

Conditional

Stimulus

Conditional

Response

Operant Conditioning

Type of learning when people learn to repeat behavior that bring

them pleasurable outcomes.

To avoid behaviors that lead to uncomfortable outcomes

Learning

Repeat Avoid

Pleasurable

outcome

Uncomfortable

outcomes

Behavior Behavior

Social Learning

defined as the process of observing the behavior of others.

Recognizing its consequences

Altering behavior as a result

People learn through social contact with other people

Social learning may be done in three ways.

1. By observing what happens to other people

2. By being told about something

3. Through direct experience

PERCEPTION

The process by which people select ignorance, interpret, retrieve

and respond to information from their environment.

Factors Influencing Perception

1. The perceiver

2. The target

3. The situation

Perceiver – one who perceives the target based on

His past experience

His needs or nature

His personality

His values and attitudes

The Target

The person, object or event that is perceived by another person in

the target.

Perception of target may be modified by the following factors

Characteristics of the Target

1. Contrast

2. Intensity

3. Figure ground separation

4. Size

5. Motion

6. repetition

The Situation

The surrounding environment time, work, setting, social setting.

ATTRIBUTION

The process by which people ascribe causes to the behavior they

perceive.

FACTORS that influence attribution

1. Distinctiveness

2. Consensus

3. Consistency

Distinctiveness

Consideration given on how a person’s behavior in consistent

actions different situations.

Consensus

Likelihood that all those facing the same situation will have similar

responses.

Consistency

Refers to the measures of whether an individual responds the same

way across time.

Shortcuts Used in Forming

Impressions of Others

For whatever reason, we form impressions of others.

Those impressions constitute a data base in our minds that we later uses as sides in making decisions concerning others.

Must often, people are not aware that they are judging others

Most often not all aspects of one persons activities can be observed.

As such people tend to make shortcuts

Which include the following:

1. Selective perception

2. Halo effect

3. Contrast effects

4. Projection

5. Stereo typing

Values Attitudes & Job Satisfaction

Job satisfaction is an important concern for both employer and

employee.

Values generally influence attitudes and behavior

Attitudes form the basis for determining how satisfied people are

with their jobs.

SATISFACTION

Attitudes

Values

Refer to the importance of person attaches to things or ideas that

serves as guide to action

Enduring beliefs that one’s mode of conduct is better than the

opposite mode of conduct.

How People Learn Values

Values are not inborn, they are learned.

As people grow, they learn values through any of the following:

1. Modeling

2. Communications of attitudes

3. Unstated but implied lied attitudes

4. Religion

Types of Values

Values maybe classified in various ways

A classification that is most relevant to the work place one of the

following types.

1. Achievement - Values that pertains to getting things done and

working hard to accomplish goals.

2. Helping and concern for others – this value refers to the person’s

concern with other people and providing assistance to those who

need help.

3. Honesty – value that indicates the persons concern for telling the

truth and doing what he thinks is right.

4. Fairness – value that indicates the persons concern for impartiality and fairness to all concerned

Individual VS Organizational Values

Organizations have values that may or may not be compatible with

the values of the individual workers

There is value incongruence if the individuals value is not in

agreement with the organizations value.

Incongruence may result to conflict

Exposed Values VS Enacted Values

What promoted by the organization maybe different from what is

practiced by the organizations individual members.

Exposed values – what members of the organization say they value.

Enacted values – actual behavior of the individual members of the

organization.

Instrumental and Terminal Values

Terminal Values – represent the goals that a person would like to

achieve in his life time: happiness, love, pleasure, self respect and

freedom.

Instrumental Values – refers to preferable modes of behavior or

means of achieving the terminal values: ambitions, honesty, self

sufficiency and courage.

Attitudes are feelings and beliefs that largely determine how

employees will perceive their environment, commit themselves to

intended actions and ultimately behave.

How one fells about something

Form the basis for job satisfaction in the work place

Main Components of Attitudes

1. Cognitive

2. Affective

3. Behavioral

Cognitive – the opinion or belief segment of an attitude

Affective – the emotional as feeling segment

Behavioral – the intention to behave in a certain way towards someone or something.

How Attitudes are Formed

Formed through learning

Direct and indirect means of social learning

Most important attitudes in the

workplace

1. Job satisfaction

2. Job involvement

3. Organizational commitment

When employees are dissatisfied with their jobs, they will have

the strong tendency, to engage in any or all the following:

Psychological withdrawal like day dreaming in the job.

Physical withdrawal like unauthorized absences, early departures

extended breaks, work slow down

Aggression, like verbal abuse or dangerous action against another

employee.

Making Positive Attitude Works for the

Organization

People with positive work attitudes make it easy for the organization

to achieve its objective.

Recruitment officers must require positive work attitudes before

employment offers are made.

There are programs designed to change negative work attitude of

employees.

Job Satisfaction

Attitude people have about their jobs is termed job satisfaction

Refers to the positive feelings about one’s job resulting from an

evaluation of it’s characteristics

When people are satisfied with their jobs, the following benefits

become possible:

1. High productivity

2. A strong tendency

3. Loyalty to the company

4. Low absenteeism & turn over

5. Less job stress and burn out

6. Better safety performance

7. Better life satisfactors

Factors Associated with Job

Satisfaction

1. Salary

2. Wolf itself

3. Promotion opportunity

4. Quality of supervision

5. Relationship with co-worker

6. Working conditions

7. Job security

Ways of Measuring Job Satisfaction

1. Single global method

2. Summations score method

Single Global Method how satisfied are you with your job?

_____________ highly satisfactory

_____________ moderately

_____________ indifferent

_____________ moderately dissatisfied

_____________ highly dissatisfied

Summation Score Method

______________ % 1. work itself

______________ % 2. salary

______________ % 3. promotion opportunities

______________ % 4. supervision

______________ % 5. co-workers

Organizational Commitment

Refers to the degree to which an employee identities with a

particular organization, it’s goals and wishes to maintain

membership in the organization.

Reflects the employees belief in the mission and goals of the

organization, willingness to expend efforts in accomplishing them

and intentions to continue working in the organization.

Employees who are organizationally

committed have:

Good attendance record

Show willingness to adhere to the firms policies

Lower turn over rates

Three dimensions of organizational

commitment

Effective commitment

Continuance commitment

Normative commitment

Motivation

Job performances is a given requirement in any organization.

Conditions/Determinants of Job Performance

Capacity to perform

Opportunity to perform

Willingness to perform

Capacity to Perform

to which the employee possesses skills, abilities knowledge and

experiences relevant to the job

High performance is expected if the employee has been fully

trained and physically capable of doing the job

Opportunity to Perform

Will depend in the work environment provided by the employee.

One who works in an office that is hot, humid and noisy cannot be

expected to perform well.

It also diminished by lack of equipment, lack of funds and

insufficient authority.

Willingness to Perform

Relates to the degree in which an employee desires and willing to

exert efforts to achieve the goals assigned to him. This is alternately

called MOTIVATION.

What is Motivation?

People behave differently

Motivated differently

Motivation

Defined as the process of activating behavior, sustaining it and

directing it towards a particular goal.

It makes people to act and accomplish

The set of internal and external forces that cause a worker or

employee to choose a course of action and engage in a certain

behavior.

Motivation consist of the following

elements

Intensity

Direction

persistence

Intensity

Level of efforts provided by the employee in the attempt to achieve

the goal assigned to him.

How hard a person tries to do work.

Direction

Relates to what an individual chooses to do when he is confronted

with a number of possible choices:

Visiting a friend instead of a prospect client – is moving away

Persistence

Dimension of motivation which measures efforts to achieve the

organization’s goals.

Theories of Motivation

Content

process

Content Theories

Those that focus an analyzing the wants and needs of an individual.

• Hierarchy of needs Theory – Maslow

• ERG Theory – Clayton Aldefer

• Acquired Needs Theory – David Mc Cleland

• Two – Factors Theory – Frederick Herzberg

Process Theories

Explain how people act in response to the wants and needs that

they have.

Expectancy Theory – Victor Vroom

Equity Theory – J. Stacey Adams

Goal Setting Theory – Edwin A. Locke

Hierarchy of Needs

Abraham Maslow – presented that idea that human beings process

a hierarchy of five needs

Physiological

Safety

Social

Esteem

Self-actualization

Each need is substantially satisfied the need becomes dominant.

The ERG Theory

Need hierarchy theory developed by Clayton Alderfer.

Three sets of needs

Existence – food, water, pay, working, conditions

Relatedness – meaningful social & interpersonal relations

Growth – making creature or productive contribution

He maintained that If a higher order need cannot be satisfied a

lower need becomes dominant as a motivating factor.

More than one need may be activated as the same time which is

unlike Maslow’s

Acquired Needs Theory

David Mc Cleland developed this as a result of a research.

They found out that managers are motivated by three fundamental

Need for Achievement - Refers to the desire to do something better

or more efficiently; solve problems or master complex tasks.

Need for Affiliation – refers to the desire to establish and maintain

friendly and warm relations with other

Need for power – refers to the desire to central others to influence

their behavior in to be responsible for others

TWO – FACTOR THEORY

Frederick Herzberg develop this theory that identifies job context as

a source of job dissatisfaction. Job content as a source of job

satisfaction

Job context more to the environment in which

people work, called hygiene factor which includes:

1. Organizational policies

2. Quality of supervision

3. Working conditions

4. Base wage or salary

5. Relationship with peers

6. Relationship with subordinates

7. Status

8. security

Inspiring any of the hygiene factors will not make people satisfied

with their work; it will only prevent them from being dissatisfied.

Job content – relates more to what people actually do in their work;

called motivation factors

1. Achievement

2. Recognition

3. Work itself

4. Responsibility

5. Advancement

Growth When these factors are not present, there is law job

satisfaction among workers and there is lack of motivation to

perform.

Expectancy Theory

It sees people as choosing a course of action according to what

they anticipate will give them the greatest reward.

Motivation is a product of the

following factors

1. Valence – how much one wants a reward.

2. Expectancy – one’s estimate of the mobility that efforts will result in

successful performance.

3. Instrumentality – one’s estimate that performance will result in

receiving reward.

Expectancy Mode

Effort

Expectancy

Performance

Instrumentality

Reward

Valence

Equity Theory

That individuals compare job inputs and outcomes with those of

others and then responds to eliminate inequities.

Assumes that employees are motivated by a desire to be equitably treated at work. Equity exists when employees perceive that the

nations of their inputs (or efforts) to their outputs (or rewards) are

equivalent to the ratios of other employees.

Inequity exists when these ratios are not equivalent

Inequities leads to the experiences of tension and tension motivates

a person to act in a manner to resolve the inequities.

Two types of Inequalities

Over rewarded

Under rewarded

Employees who feel over rewarded will think there is an imbalance in their relationship with their employer.

They will seek to restore the balance through any of the following:

they might

1. Work harder

2. Discount the value of the reward

3. Choose to someone else for comparison of purpose

4. Try to convince other employees to ask for more rewards

When they feel under rewarded they will seek to reduce their feeling

of inequity through any of the following:

1. Lower the quality on quantity of their productivity.

2. Inflate the perceived value of their rewards received

3. Find someone else to compare themselves

4. Bargain for more rewards

5. quit

Goal Setting Theory

That specific and difficult goals, with feedback lend to higher

performance.

Based on the promise that behavior is regulated by value and goals.

A goal is the specific target that an individual is trying to achieve

Findings of study on linking goals to performance:

1. Specific goals lend to a higher performance than generalized goals

2. Performance generally increase in direct proportion to goal

difficulty. Goals that are difficult to achieve is regarded as a

challenge to the ability of a person

3. For goals to improve performance, they must be accepted by the

workers.

4. Goals are more affective when they one used to evaluate

performance.

5. Goals should be linked to feedback when workers receive

feedback, they will know whether or not they are moving towards

the direction of higher performance.

Motivational Methods and

Programs

Motivation through job design

Organizational behavior modification

Motivation through recognition & pride

Motivation through financial incentives

Job Design

The way the elements in the job are organized

Three concepts important in designing jobs:

Enrichment

Characteristic models

crafting

Enrichment – practice of building motivating Factors

as : responsibility, achievement, recognition into job content

1. Direct feedback

2. Client relationship

3. New learning

4. Central over method

5. Control over scheduling

6. Unique experience

7. Direct communication authority

8. Central over resources

9. Personal accountability

Job Characteristic Model

Refers to the method of job design that focuses in the task and

interpersonal demands of the job.

Emphasizes the interaction between the individual and the specific

attributes of the job

Maintains that there are five core job characteristic of special

importance to job design when job characteristics are high job is

used to be enriched

1. Skill variety – degree to which there are many skills to perform

2. Task identify – degree to which one worker is able to do a

complete job from beginning to end.

3. Task significance – degree to which the job has a substantial

impact on the lives or work of other people

4. Autonomy – degree to which the job gives the employee

substantial freedoms, independence, and discretion in scheduling

the work and determining the procedures used in carrying it out.

5. Feedback – the degree to which a job provides direct information

about performance.

Job Crafting's

Refers to the physical and mental changes workers make in the task

or relationship aspect of their jobs

Common types of job crafting:

Changing he number and type of job task

• Interaction with others in the job

• One’s view of the job

Modification

Another Method of motivation (OB mad)

Application of reinforcement theory in motivation people to work

Contention that behavior is determined by it’s consequences

A person tends not to repeat behavior that is accompanied by

unfavorable consequences

Typical OB Mod program consist of a 5

step problems solving model

1. Identifying critical behaviors that made a significant impact on the

employees job performance.

2. Developing baseline line data which is obtained by determining the number of times the identified behavior is occurring under

present condition.

3. Identifying behavioral consequence of performance

4. Developing and implementing on intervention strategy to

strengthen desirable performance behaviors.

5. Evaluating performance improvement.

Among the benefits of OB Mod

1. Improvement of employee productivity

2. Reduction of errors, absenteeism. Tardiness and accident rates

3. Improvement of friendliness towards customers

Motivation through Recognition &

Recognition

Natural human need

Strong motivation

To make it effective motivation

1. Identify a meritorious behavior

2. Recognize the behavior with an oral, written or material reward

Points to be considered for better understanding and implementation

of reward and recognition programs.

1. Feedback an essential part of recognition‘

2. Praise one of the most powerful forms of recognition

3. Reward and recognition programs should be limited to

organizational goals

4. Identification of the type of rewards & recognition that the workers

will value

5. It is important to evaluate the effectiveness of the reward and

recognition program

Is also a motivation

One that is intrinsic

Satisfies the need for self esteem and self fulfilment

Motivation through financial

incentives

Financial incentives are powerful tools of motivation

Monetary rewards paid to employees because of the output the

produce, skills, knowledge and competencies or a combinations of these factors

Firms of financial incentives

1. Time rates

2. Payment by result

3. Performance and profit related pay

4. Skill/competency based pay

5. Café teria or flexible benefits system

Management

Professor Kreitner introduces the principles of Organizational

Behavior Management (OBM)

Technology based on the natural science approach to the study of behavior

He draws clear distinction between OBM and the none traditional

forms of management theory and techniques

OBM procedures are based in specific, observable performance of

the individual worker.

There are interval and external sources of behavior central

OBM deals an interaction between the behaving individual and the

environment

Management theorists and practitioners need to stand how OB is

maintained, strengthened, or weakened by the environment in order that they can develop effective intervention strategies to

facilitate the learning of OB that leads to goal attainment.

OBM is also sometimes termed as operate conditioning, behavior

modification, behaviorism, applied behavior analysis, behavior

technology and organizational behavior modification.

Organizational behavior management (OBM) in values the process

of making specific job related behaviors occur more or less after,

depending in whether they enhance or hinder organizational goal attainment through the systematic manipulation of

1. Antecedent conditions that serves as cues

2. Immediate pleasing or dis pleasing consequences

3. Reinforcing consequences

PersonAntecedent Behavior consequence

Feedback controlFeed-forward control

OBM as a feed forward/feedback Control

Some types of inherent predisposition, dictates how use we behave

Usual practice has been focused either in the person or the

situation.

But not on the systematic interaction between the person and the

situation. We should not try to explain behavior without reference

to situational influences.

BF skinner, outlined the three stage model to explain how the

environment comes to influence and ultimately control our

behavior. “an adequate formulation of the interaction between an

organism adjust environment must always specify 3 things

1. The occasion upon which a response occurs

2. The response itself

3. The reinforcing consequences

Mere to environment interaction has been translated to an Antecedent

Behavior Consequence (A-B-C) model

Both As and Cs are part of the environment situations while Bs are his specific

behavior.

OBM – involves the modification of behavior via environment adjustment

this approach to managing behavior requires managers to view person

environment interaction as system subject to feed forward and feed back

control.

Practicing managers have been exposed to more theories of behavior

causation than actual technique for control. Through the years manager

have shown a preference for such benign suplenisms as “lend”

“motivate”, “influence” and persuade”.

This has forestalled that widespread use of proven behavior control

techniques.

Both management theorists and practitioners have the tendency to react

negatively to the word “central” in reference to managing people.

Informed managers have come to appreciate the importance of

viewing their organization as open systems complete with inspects,

a productive transformation process outputs. Productivity process

can be enhance inside the organization by monitoring andcontrolling what goes in and comes court of the organization.

This is where feed forward and feedback control enters the picture.

Feed forward control in values anticipating and avoiding problems

before the actually occur. Quality control is assured by keeping

faulty components from entering the production cycle.

Feedback central in contrast occurs after the fact through

monitoring of output and correction of existing problems

Both positive and negative feedback control takes place after jobperformance. The feed forward variety is preferable because it

helps management anticipate and avoid job performance

problems.

Instead of passively waiting for problems to occur and only then

take corrective action – to keep these problems from recurring.

OBM in Contrast to MASLOW, Mc. Gregor and Herzberg

OBM represents a significant departure from all three of these widely

known theories

OBM with MASLOW

Actualization

esteem

Safety

Physiological

Maslow’s Hierarchy of Needs

1. No single reinforce could effectively control all behavior in a single

person in control a single behavior in all people

2. Identification of reinforce becomes a case to case proposition.

OBM with GregorMc Gregor believe

X Theory

People dislike work

Lack ambition

Avoid responsibility

Required close supervision

Must be coerced into working

Y Theory

Work is a natural activity like play or rest

People are capable & self direction in self control if they are committed to objective

People will become committed to organizational objectives if they are rewarded for doing so

The average person can learn to both accept on seek responsibility

Many people in the general population have imagination, ingenuity & creativity

Theory Y assumptions more accurately characterize the average

employee then the Theory X assumptions

The ABC model with its feed forward and feedback can be seen in the

Theory Y of Mc Gregor which emphasized the importance of

antecedents (objective) and consequence (reward)

OBM with Herzberg

Herzberg formulated his two-factor theory of job satisfaction

First factor – dissatisfies

Policies

Supervision

Work conditions

Salary

Subordinates

Status

security

Second Factor – Satisfiers

Achievement

Recognition

The work itself

Responsibility

Advancement

growth

Each satisfier is related to what the person does every day.

To Herzberg if managers want to motivate job performance, they

must provide employees with challenging work that affords the

opportunity for personal growth

ODM proponents are not directly interested in job satisfaction

They are more concerned with improving job performance

The works of MASLOW, Mc GREGOR & HERZBERG collectively server

to broader or appreciation of the importance of the human

dimension of organized endeavor.

But their theories have provided us with virtually no precise behavior

control techniques. Systematic feed forward and feed back control

of organizational behavior can be done in formed managers.

THE END

Human Behavior

Education