MGT2: Human Behavior in

OrganizationMr. Pedro Simon T. Ledesma

What is Human Behavior?• Human Behavior consists of any act of

an individual person that reflects his thoughts, feelings, emotions, sentiments and, in general,

his state or condition.

• These may be conscious or unconscious activities that are predicated on hi needs, values, motivations and aspirations.

Interdisciplinary influences on Human Behavior

Cultural Anthropolog

y

Sociology

Psychology

Figure 1.1

Why do we need to studyHuman Behavior?

• We study human behavior to be able to understand better ourselves and others, to know the reasons why we think, feel, act, speak and talk in certain ways. Through this understanding, we can relate to others better and vice versa.

• Results of studies of Human Behavior in work organizations assist management in the improvement of productivity and performance of the company as a whole.

OrganizationalDesign

WorkDesign

PerformanceAppraisal

OrganizationalStructure

Communication

HumanBehavior

Reference: Chapter 1: Nelson and Quick, Introduction to Organizational Behavior

• Variables that affect Human Behavior

Figure 1.2

“Investing in people is the most important aspect of any modern business.”

—Management Today, October 2004

Developmental Model

• People grow and move on to higher levels of resourcefulness, creativity, competency and self-realization through proper maintenance, recognition and development programs.

• Keith and Davis has “Human Resources Approach”, which refers to the basic and potent needs that has to fulfilled and recognized in any organization which considers the people as “the central resource”. This thesis exemplifying the significance of people is depicted on the next figure.

Significant components of an organization

Figure 1.3

• Philosophy – refers to the organization’s mission, goals, objectives and aims.

• Funds – refers to equity, borrowings, loans.

• Values – refers to the needs, motivations and work ethics.

• Structure – organizational chart, roles, tasks, responsibilities.

• Facilities – lands, buildings, equipment, supplies.

• Technology – processes

Assumptions, principles, concepts and models that serve as frameworks in understanding human behavior.

i. Assumptions

• Every person is significantly different from the moment of conception.

• Every person is constantly active, goal-seeking organism.

• Every person is dynamic.

• The characteristics of an organization influence the behavior of the entire organization and, to a great extent, the behavior of individuals within it as well.

• Behavior cannot be predicted by 100% accuracy.

• There are no simple formulas for working with people.

Knowing how to do a job is not the only key to success. It is also important to know how to work with people.

Remember that,

Reference: Chapter 1, Human Behavior, Herb Kelleher

ii. Concepts

• Almost all behavior is learned and whatever is learned can be modified or changed.

• Human beings adapt and what is adopted becomes part of their culture.

iii.Principles

• Thorndike’s law of effect. It states that, behavior which is followed by a satisfying state of affairs tends to be repeated but that behavior which is followed by unsatisfactory conditions tends to be extinguished.

• Stimuli are those forces which impact the sensory organs of our five sensory input channels: sight, hearing, smell, taste, touch. The impact of stimuli is a function of frequency, recency and felt intensity.

• Behavior is caused but its causality is uncertain and usually multiple.

And the last,

• Classical Conditioning simply explains that, man’s freedom of the will makes him responsible for his actions.

END

Reference/s:

Concepcion R. Martires, Human Behavior in Organization, (Cacho Hermanos Inc. 2nd Ed. 2002) Chapter 1.