NATURE OF PEOPLE AND NATURE OF ORGANIZATION

Jennifer Jayne V. De JulioReporter

Organizational behavior starts with a

set of fundamental concepts revolving

around the nature of people and

organization. These concepts are the

enduring principles that form a strong

foundation of organizational behavior.

NATURE OF PEOPLE

BASIC CONCE

PTS

Individual Differenc

es

Perception

A Whole Person

Motivated

Behavior

Desire for Involveme

nt

Value of a Person

Definition: Use in an organization:

•Each person is different from one another, just as each person’s DNA profile is different.

•the impact of nature

•the influence of nurture

Individual differences mean that management can motivate employees best by treating them differently. Individual differences require that a manager’s approach to employees be individual not statistical.

A. Individual Differences

Definition: Use in an organization:

•which is the unique way on which a person sees, organizes and interprets things

•People use an organized framework that they have built out of a lifetime of experiences and accumulated values

•People are also capable of selective perception, in which they tend to pay attention to those features of their work environment that are consistent with or reinforce their own expectations.

Managers must learn to expect perceptual differences among their employees accept people as emotional beings, manage them in individual ways.

B. Perception

Definition: Use in an organization:

•We employ the whole person not just their brains or skills Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of the working population

•Skill does not exist apart from background or knowledge. People function as total human beings.

When management applies the principle of organizational behavior, it is trying to develop a better employee, but it also wants to develop a better person in terms of growth and fulfillment, jobs shape people somewhat as they perform them, so management must care about the job’s effect on the whole person.

C. A Whole Person

Definition: Use in an organization:

•From psychology we learn that normal behavior has certain causes.

•These may relate to a person’s needs or the consequences that result from these acts.

•These needs are expounded in Maslow’s Hierarchy of Needs.

Management then has two ways to motivate people: it can show them how certain actions will increase their need fulfillment, or it can threaten decreased need fulfillment if they follow an undesirable course of action.

D. Motivated Behavior

Definition: Use in an organization:

•Many employees today are actively seeking opportunities at work to become involved in relevant decisions, thereby contributing their talents and ideas to the organization’s success. •They hunger for a chance to share what they know and to learn from the experience.

Management should not treat people as “pair of hands” or an economic tool.

E. Desire for Involvement

Definition: Use in an organization:

•People deserve to be treated differently from other factors of production (land, capital, technology) because they are of higher order in the universe.

Management should not treat people as “pair of hands” or an economic tool.

F. Value of the Person

NATURE OF ORGANIZATION

Social System

Mutual Interest

Ethics

A. Social SystemDefinition: Use in an

organization: •Organizations are social systems governed by social laws and psychological laws.

•People’s behaviors in an organization are influenced by the group as well as individual drives.

•Two types of social system exist side by side in organizations, the formal and informal system.

The idea of a social system provides a framework for analyzing organizational behavior issues. It helps make organizational behavior problems understandable and manageable.

B. Mutual InterestDefinition: Use in an

organization: Symbiotic relationship between organizations and people.

Super ordinate goal - are goals that get people from opposing sides to come together and work toward a common end result. This breaks down barriers, encourages people to see each other as just people and not as part of "that other group that we dislike", and can help overcome differences between the groups.

Management needs employees to help them reach organizational objectives; people need organizations to help them reach individual objectives.

C. Ethics (Rules of behavior)

Definition: Use in an organization:

•Organizations must treat employees in an ethical fashion.

•Companies have established code of ethics, publicized statements of ethical values, provide ethics training, reward employees for notable ethical behavior, publicized positive role models, and set up internal procedures to handle misconduct.

When the organization’s goals and actions are ethical, it is more likely that individual, organizational, and social objectives will be met.