Human Behavior in an Organization

Overview of Human Behavior in the Organization

Organization Mission, Vision Statement
Individual Indifferences, Mental Ability and Personality
Organization Environment
Begin with the end in mind
Principles of Personal Leadership
Seek first to understand than to be understood
Principles of Emphatic Communication
How does attitude impact leadership?
 OBJECTIVES
 To provide an understanding of what goes on at the
workplace, it is useful to begin with the definition, goals,
forces, and major characteristics of Organizational Behavior.
 To introduce the key concepts that OB deals with, lay out the
four basic approaches.
 Identify some factors that limit or even undermine the
success of OB.
 ORGANIZATIONAL BEHAVIOR
 Is the systematic study and careful application of knowledge
about how people- as individuals and as groups- act within
the organization.
 It strives to identify ways in which people can act more
effectively.
 ORGANIZATIONAL BEHAVIOR
 Studies the mechanisms governing these interactions, seeking to
identify and foster behaviors conductive to the survival and
effectiveness of the organization.
 A. job satisfaction.
 B. finding the right people.
 C. organizational culture.
 D. leadership and conflict resolution.
 E. understanding the employees better.
 F. understand how to develop good leaders.
 G. develop a good team.
 H. higher productivity.
 ORGANIZATIONAL BEHAVIOR
 Is based on a few fundamental concepts which revolve around the
nature of people and organizations.
 A. individual differences
 B. perception
 C. a whole person
 C. motivated behavior
 D. the desire for involvement
 E. human dignity
 F. organizations are social system
 G. mutuality of interest
 H. hollistic concept
 FIVE LEVELS OF ANALYSIS
 It helps managers look at the behavior of INDIVIDUALS
within an organization.
 It also aids their understanding of the complexities involved
in INTERPERSONAL relations, when two people interact.
 OB is valuable in examining the dynamics of relationships
within small GROUPS, both formal and informal.
 When two or more groups need to coordinate their efforts,
such as engineering and sales, managers become interested in
the INTERGROUP relations.
 Can also be viewed as WHOLE SYSTEMS that have inter-
organizational relationships.
 4 GOALS OF OB
 DESCRIBE- how people behave under a variety of
conditions.
 UNDERSTAND- why people behave as they do.
 PREDICTING- future employee behavior.
 CONTROL- at least partially, and develop some human
activity at work.

 Managers need to remember that OB is a human tool for

human benefit. It applies broadly to the behavior of people in
all types of organization.
 4 KEY FORCES OF OB
 PEOPLE- this makes up the internal social security system.
 STRUCTURE- defines the formal relationship and use of
people in organizations.
 TECHNOLOGY- provides the resources with which people
work and affects the tasks they perform.
 ENVIRONMENT- can be internal or external. This
influences the attitudes of people, affects working conditions,
and provides competition for resources and power.
 ORGANIZATION MISSION, VISION
STATEMENT
 A MISSION statement defines the company’s business, its
objectives and its approach to reach those objectives.
 A VISION statement, describes the desired future position of
the company.
 Element of mission and vision statements are often combined
to provide a statement of the company’s purposes, goals and
values.
 INDIVIDUAL DIFFERENCES, MENTAL
ABILITY AND PERSONALITY
 INDIVIDUAL DIFFERENCES- are the more-or-less
enduring psychological characteristics that distinguish one
personal from another and thus help to define each person’s
individuality.
 MENTAL ABILITY- the power to learn or retain knowledge;
the ability to understand the facts and significance of your
behavior.
 PERSONALITY- is defined as the characteristics set of
behaviors, cognitions, and emotional patterns that evolve
from biological and environmental factors.
 WHAT IS ABILITY IN OB?
 ABILITY is a current assessment of what one can do.
 Is an individual’s capacity to perform the various tasks in a
job.
 Knowing how people differ in abilities and using that
knowledge to increase the likelihood that an employee will
perform his or her job.
 It s the quality or state of being able, power to perform
whether physical, mental, moral intellectual, skill in doing,
the sufficiency of strength, available resources, etc.
 INTELLECTUAL ABILITY PHYSICAL ABILITY
Is the capacity to do the activities like Is the capacity to do tasks that demand
thinking, reasoning, problem solving. stamina, desired, strength and similar
characteristics.

Doing with the mind. Doing with the body.

It is a measure of intelligence, and involves It is the capability of performing physical

understanding complex concepts and accomplishments, such as flexibility,
thinking critically. coordination, basic motor skills.

It is related to the skills of the mind. It is related to the capabilities of the

physical structure.

It plays a vital role in complex jobs with It gains importance for successfully doing
demanding information processing less-skilled and more standardized jobs.
requirements.
 WHAT IS PERSONALITY IN OB?
 Personality is derived from the Greek word “persona” which
means “ to speak through”.
 It is the combination of characteristics or qualities that forms
a person’s unique identity.
 It signifies the role which a person plays in public.
 Every individual has a unique, personal and major
determinant of his behavior that defines his or her
personality.
 2 MAJOR FEATURES OF PERSONALITY
 INHERITED CHARACTERSITICS- the features an
individual acquires from their parents or forefathers. The
gifted features an individual possesses by birth.
 Consists of the following: color of a person’s eye, religion or
race of a person, shape of the nose, shape of earlobes.
 LEARNED CHARACTERISTICS- characteristics and
individual acquires by observing, practicing and learning
from others and the surroundings.
 Consists of the following: perception, values, personality,
attitude.
 PERCEPTION- result of different senses like feelings,
hearing, etc,
 VALUES- influences perception of a situation, decision
making.
 PERSONALITY- patterns of thinking, feeling, understanding
and behaving.
 ATTITUDE- positive or negative attitude like expressing a
thought.
 ORGANIZATIONAL ENVIRONMENT
 Are composed of forces or institutions surrounding an
organization that affect performance, operations, and
resources.
 It includes all the elements that exists outside of the
organization’s boundaries and have the potential to affect a
portion of all of the organization.
 Examples include government regulatory agencies,
competitors, customers, suppliers, pressure from the public.
 OE is divided into 2 parts.
 INTERNAL ENVIRONMENT
 Consists of the entities, conditions, events and factors within
the organization that influence choices and activities.
 Exposes strengths and weaknesses found within the
organization.
 Factors that are frequently considered part of the internal
environment include the employee behavior, organization’s
culture, mission statements, and leadership styles.
 EXTERNAL ENVIRONMENT
 Consists of entities, conditions, events and factors
surrounding the organization that influence choices and
activities and determine its opportunities and threats.
 It is called an operating environment.
 Examples includes customers, public opinion economic
conditions, government regulations, and cmpetition.
 BEGIN WITH THE END IN MIND
 Habit 2 in 7 Habits of highly effective people.
 Is based on imagination- the ability to envision in your mind
what you cannot at present see with your eyes.
 It is based on the principle that all things are created twice.
 There is a mental ( first ) creation and a physical ( second )
creation.
 Means to begin each day, task or project a clear vision of your
desired direction and destination, and then continue by
flexing your proactive muscles to make things happen.
 BEGIN WITH THE END IN MIND
 One of the best ways to incorporate this habit into your life is
to develop a personal mission statement.
 This focuses of what you want to be and do.
 It is your plan to success.
 It reaffirms who you are, puts your goals in focus, and moves
your ides into the real world.
 Your mission statement makes you the leader of your own
life.
 You create your own destiny and secure the future you
envision.
 THE NATURE OF LEADERSHIP
 LEADERSHIP- is the process of influencing and supporting
others, both individually and collectively to work
enthusiastically toward achieving shared objectives.
 It is the critical factor that helps an individual or a group
identify its goal and then motivates and assists in achieving
the said goal.
 Without leadership, an organization would be only a
confusion of people and machines.
 POSITIVE TRAITS OF EFFECTIVE
LEADERS
 A HIGH LEVEL OF PERSONAL DRIVE- characterized by
energy, determination, willpower.
 THE DESIRE TO LEAD- motivation to influence others.
 PERSONAL ITEGRITY- sense of ethics, honesty, and
authenticity
 SELF- CONFIDENCE- optimism and belief in self- efficacy
as a leader
 AUTHENTICITY- being real and genuine, believable
 NEGATIVE TRAITS OF A LEADER
 NARCISSISIM- leaders become filled with their own
importance, exaggerate their own achievements, see out
special favors, and exploit others for their personal gain.
 ALPHA DOGS- intensely aggressive, egocentric,
domineering, controlling. Ruthlessly use their personal
characteristics, skills or position to intimidate others nad
maintain personal control.
 PERSONAL LEADERSHIP
 Is the ability to develop and utilize your positive leadership
traits to guide the direction of your life instead of letting
time ang chance determine your course.
 Can begin when you decide to be your own life coach and
live by a personal mission statement that reflects your values
and life goals.
 MUST- HAVE PERSONAL LEADERSHIP
QUALITIES
 VISION- Having an overall game plan, or mission statement,
including a clear vision of your goals and the leadership
qualities you wish to possess, is essential to good personal
leadership.
 SELF- DISCIPLINE- a raw skill or talent that is channeled for
positive use can greatly improve your life and your leadership
abilities. Having the self-discipline to use your strengths only
for good will enhance your personal growth and strengthen
your ability to lead others positively.
 MUST- HAVE PERSONAL LEADERSHIP
QUALITIES
 SPIRITUALITY- is the process of living out a set of deeply
held personal values, of honoring forces or a presence greater
than ourselves.
 INTEGRITY- Having firm and unwavering principles is the
hallmark of a good and trusted leader (and friend). With
integrity, you earn the respect and trust of those around you.
 HONESTY- Being truthful isn’t always easy, but it is always
the correct path. This is a cornerstone of personal leadership.
 OPEN- COMMUNICATION-The ability to communicate
with others in an open, honest, tactful way is a skill that must
be continually honed.
 MUST- HAVE PERSONAL LEADERSHIP
QAULITIES
 KINDNESS- “Constant kindness can accomplish much. As the
sun makes ice melt, kindness causes misunderstanding,
mistrust, and hostility to evaporate.”
 LEGACY BUILDING- “A good character is the best
tombstone. Those who loved you and were helped by you
will remember you when forget-me-nots have withered.
Carve your name on hearts, not on marble.”
SEEK FIRST TO UNDERSTAND, THEN TO
BE UNDERSTOOD
 Habit 5 of 7 Habits of Highly Effective People
 Because you so often listen autobiographically, you tend to
respond in one of four ways:
 Evaluating: You judge and then either agree or disagree.
 Probing: You ask questions from your own frame of
reference.
 Advising: You give counsel, advice, and solutions to
problems.
 Interpreting: You analyze others' motives and behaviors
based on your own experiences.
 PRINCIPLES OF EMPHATIC
COMMUNICATION
 EMPHATIC LISTENING- means we turn off our filter of
‘How is that going to affect me/my team/my goals’.
 means we listen FIRST with an open, respectful mindset of
‘let me try to understand this persons’ needs, goals,
pressures and feelings’.
 focuses on the speaker, building trust and seeking to
understand because where trust and understanding exists,
people will openly – actively look for opportunities to help
you.
If you think about how you’ll respond while
someone is speaking, you are not practicing
Empathic Listening or Mindful Listening. Don’t
confuse Empathic Listening and Mindful Listening
with reflective listening or mimicking. Empathic
Listening and Mindful Listening are much more
involved.
 FOUR STYLES WE USE TO RESPOND
 We traditionally respond using one of four styles. Unfortunately
these don’t often build trust with the people we are
communicating, therefore, change in our behaviour is required.
 We evaluate (either agree or disagree… using our own experience
as reference)
 We probe (ask questions… using our own experience as
reference)
 We advise (give council… using our own experience as reference)
 We interpret (we make assumptions about their motives… using
our own experience as reference)
 HOW DOES ATTITUDE IMPACT
LEADERSHIP?
 An attitude can be either a positive or negative evaluation of
people, events, or things. Attitudes play an important role in
both the workplace and at home and also greatly determine
your effectiveness as a leader. Leaders' values are derived
from their attitudes about themselves and about their
followers.
3 WAYS A LEADERS ATTITUDE IMPACTS
THE TEAM
 Your attitude sets their attitude- Attitude is contagious
especially when you are in a leadership role. Positive or
negative your team will soon adopt your attitude. Over time,
your attitude sets the tone for the employees and also
indicates what is and is not acceptable.
 You set the level of passion and enthusiasm- Think
about the times where you felt your team lacked passion or
enthusiasm. Then take a long honest look at how passionate
or enthusiastic you were at the time. If you are being honest
you will remember that you were struggling to activate your
passion and enthusiasm.
3 WAYS A LEADERS ATTITUDE IMPACTS
THE TEAM
 Your attitude determines what is and isn’t possible-
If you approach something as possible or you approach it as
impossible so it shall be. When a leader is publicly expressing
something isn’t possible, especially in front of their team,
they become a vision bottleneck. Whatever it is will surely
fail.
 Conversely, if you approach something as possible and rally
your team around that attitude of possibility, daring to
dream and daring to imagine what is possible you and your
team will accomplish the impossible.