INTRODUCTION

Organizational Behavior is the application of group and individual

performance and the processes within an organization. This area of study

determines the human behaviors in the working environment. Organizational

Behavior is not the study of how an organization should perform, but it is the study

of how an individual performs in the organization itself. It includes how an individual

will act alone or how an individual will act in a group. The goal of Organizational

Behavior is to obtain a better understanding of the factors that can and will

influence individual and group dynamics in the organization itself. Also, it is a field

the prioritizes the effectivity and efficiency of an individual in the organization.

Lastly, Organizational behavior has an effect on a business’ performance, job

structure, motivation, communication, and decision making abilities.

 INDIVIDUAL BEHAVIOR IN THE ORGANIZATION

Human behavior is complex and every individual is different from another,

the challenge of an effective organization is in successfully matching the task, the

manager and the subordinate. Under ideal situation, a manager would first analyze

the task, them determine the required skills and assemble a team that complement

each other skills; thereby creating an enriching and conflict free team. In reality, a

manager has to use the existing resources for a given task, and must have the

ability to understand the differences in individual behaviors and use them

appropriately to increase the synergy (Gupita, 2010).

Chapter Objectives

 To describe the role and enumerate the rights of individuals in the

organization;

 To develop a sound behavior climate in an organization;

 To apply how to effectively motivate people; and,

 To train and develop individuals in the organization.

Content Outline

 Introduction

 Developing a sound behavior climate

 Characteristics of Achievers

 The human side of enterprise

 Employing the whole man

 Training and developing individuals in the organization

Chapter 3.0 - Introduction

Fallacies regarding Individuals in the Organization

1. Organizations are systems that suppress their victim, the individual;

2. Individuals live in conformity, stripped of self-esteem in an artificial

environment

3. Individuals are too numb to rebel

From the previous view that people and organizations are in perpetual

conflict, people are starting to realize that people and organization live in some

degree of mutual interest and harmony because individuals use organizations as

instruments to achieve their goals just as organizations use people to realize their

objectives. In the mutual social system, each benefits from the other.

Organizations as a whole are the entities that carry out programs, fund

projects, and make up the charitable sector. However, organizations are

composed of individuals with unique personalities and preferences who steward

relationships that can make or break a project, initiative, or even an organization.

Rarely does a transaction occur in the absence of individual representatives such

as grants managers, program officers, finance personnel, executives, and

beneficiaries (Thompson & LeBlanc, 2017).

Issues about Conformity

Conformity is the tendency to align our attitudes, beliefs, and behaviors with

those around us. It's a powerful force that can take the form of overt social pressure

or subtler, unconscious influence. As much as we like to think of ourselves as

individuals, the fact is that we're driven to fit in, and that usually means going with

the flow. Conformity is often motivated by our identification with a specific group.
In order to be truly accepted as a member of the group, we must adopt the group

norms, or the unspoken set of rules that governs their behavior. When we conform,

we outwardly agree with the group consensus, though it may differ from our own

personal views. In time, our beliefs and attitudes may begin to shift as we take on

the same behaviors and opinions as the rest of our group (Psychology Today,

n.d.).

Conformity is a dependence on the norms of others without independent

thinking. Argyris believed that people want to be treated as mature individuals, but

the large corporations expect them to conform to rules and practices in an

unquestioning immature way. The lack of agreement between expectations and

reality lead to conflict and frustration. A person may conform to an organization

when there is something that could be called conformity by which one “abides by”

to the requirements of the company.

Areas of Legitimate Organizational Influence

A business organization uses its power to regulate employee activities off

the job. When the activity is not job-related, there is little justification for the

employer to become involved. However, some activities off the job may affect the

employer, so questions on organizational influence or interference arise.

There will be no conflict if there is an agreement on the legitimacy of

influence among both parties, they will be satisfied with the power approval in their

relationship. However, If the organization and an individual define the boundaries

of legitimate influence differently, then organizational conflict may develop. Said

conflict can be a sufficient cause or interference to effectiveness. For example, If

employees believed that management has the legitimate right to control personal
telephone calls that they make during office hours, they may dislike management's

interference with their freedom to communicate, but there may not develop a

serious conflict with management about this matter. However, if they believe that

telephone calls are their own private right, this issue may become an area of

conflict with management.

Rights of Privacy

Rights of privacy is the right of a person to be free from intrusion into or

publicity concerning matters of a personal nature (Merriam-Webster, n.d.), and the

organizational invasion of a person’s private life and unauthorized release of

confidential about a person is referred to as the rights of privacy. Also, there are

business activities that may involve employees’ right of privacy which are; Lie

detectors, Personality tests, Encounter groups, Medical exams, Treatment of

alcoholism, Treatment of drug abuse, Surveillance devices, Computer data banks,

and Confidential records. However, People believe that their religious, political,

and social beliefs should not be subject to surveillance or analysis. However, there

are exceptions such as when one is being employed by a church or a political

party.

Policy Guidelines on Privacy

It enables management to establish uniform practices and makes it easier to

handle.

 Only necessary and useful data should be retained.

 No personal data system that is unknown to the employee.

 Custodian of Information is responsible for security.

  Information should be given with employee’s permission.

 Employee’s inner self should not be invaded or exposed without consent

Chapter 3.1 – Developing a Sound Behavioral Climate

Working Climate

The working climate that people experience in an organization arises from

the combined effects of the organization's culture, tradition, and management

methods or course of actions. Every employee joins an organization with the hope

that it will enable him to realize his economic, social, and psychological needs and

wants. An employee's perception of the climate creates the image of his employer

firm in his mind.

Work climate is the “weather of the workplace.” Just as weather conditions

can affect your daily activities, work climate influences your behavior at work. A

good work climate can improve an individual’s work habits, while a poor climate

can erode good work habits. Most importantly, a positive work climate leads to and

sustains staff motivation and high performance (Litwin and Stringer 1968, Stringer

2002).

As organizational structures become more complex and expand globally,

the need to establish a positive climate is increasingly critical to employee

satisfaction and productivity levels. Employees in large organizations today often

work on multiple teams and report to a variety of managers that likely span across

several countries and departments. Research has pointed to rising employee

frustrations with their organizational climate over the past few years. Employee

frustration can often stem from a lack of clarity around roles and responsibilities or

concerns about departmental inter-connectedness. There are six dimensions to

determining whether your organizational climate is set up for success with keeping

employees motivated and engaged (Blair, 2012):

1. Clarity — employees know what is expected of them.

2. Standards — goals are challenging yet attainable.

3. Responsibility — employees are given authority to accomplish tasks.

4. Flexibility — there are no unnecessary rules, policies and procedures.

5. Rewards — employees are recognized and rewarded for good performance.

6. Team commitment –– people are proud to belong to the organization.

Theories of Organizational Behavior

Organizations differ in the quality of human relations that they develop; due to the

different theories. Theories applied determines the nature of its behavioral climate.

1. Autocratic Theory –– Management does the thinking and employees obey

orders.

2. Custodian Theory –– Look after the needs of the worker through welfare

programs and motivation. If insecurities, frustrations, and dissatisfaction of

employees could be reduced they would be more productive

3. Supportive Theory –– Maintains individual’s personal worth and

importance. Leaders are supportive to his employees.

Chapter 3.2 – Characteristics of Achievers

Why do some people continually achieve great things, while others merely

dream of bettering themselves? Are people born with some sort of “achievement

gene”, or can you learn to be an achiever? (Haryanto, n.d.)

1. Achievers believe in themselves and in their abilities.

  Self-esteem and self-efficacy go hand in hand in ensuring that the

achiever recognizes that he is capable of accomplishing what he sets out

to do.

2. They are positive thinkers.

 Whenever faced with obstacles or setbacks, an achiever will use his own

resourcefulness to get past any hurdles he comes across. A positive

attitude, determination and persistence will minimize the impact of

anything that may get in the way of success.

3. Achievers recognize and acknowledge their strengths and their talents.

 We have all been given gifts and talents to be successful in life, and we

must use these to the best of our ability. Equally important, we must be

willing to share our talents to help others accomplish great things in their

lives.

4. They take action.

 Anyone can dream and set goals, but the achiever is the person who will

take action and successfully carry them through.

5. Achievers have a sense of purpose and have an understanding of the

meaning of life.

 They realize that we are here on Earth to reach our full potential. This

helps to ensure that people will continually strive to improve their lives,

and those of others.

6. They do what is required to reach their goals.

 Achievers will plan each step to ensure success, and once completed,

they will move onto the next step to get closer to attaining their goal.
 7. Achievers recognize that if someone else can achieve something, then

so can they.

 If it is humanly possible, then it is perfectly feasible to accept that you too

have the potential of reaching that goal!

6 Primary Needs or Motivators

It can have two dimensions; Approach and Avoidance or Positive and Negative.

Motives Approach (Positive) Avoidance (Negative)

Achievement Success Failure

Affiliation Inclusion Exclusion

Influence Concern Rejection

Extension Relevance Impotence

Control Order Chaos

Dependency Growth Loneliness

Chapter 3.3 – The Human Side of the Enterprise

The individual and the organization enter into a social transaction in which

both parties derive mutual benefits. Individuals achieve their goals through and

with the assistance of organizations such as organizations employ individuals to

attain their objectives. Organizations provide security, social and other needs of

employees, and opportunities for growth, by making resources available to them.

Chris Argyris explained the conflict between man and organization. He

believes that there exists incompatibility between the needs of employees and

formal organizations and that employees desire independence while organizations

want dependence. Such conflict of interest brings about frustration, sense of failure

and loss off self-esteem.

Theory X

Theory X managers tend to take a pessimistic view of their people, and

assume that they are naturally unmotivated and dislike work. As a result, they think

that team members need to be prompted, rewarded or punished constantly to

make sure that they complete their tasks.

Work in organizations that are managed like this can be repetitive, and

people are often motivated with a "carrot and stick" approach. Performance

appraisals and remuneration are usually based on tangible results, such as sales

figures or product output, and are used to control staff and "keep tabs" on them

(Mind Tools Content Team, n.d.). This style of management assumes that workers:

 Dislike their work.

 Avoid responsibility and need constant direction.

 Have to be controlled, forced and threatened to deliver work.

 Need to be supervised at every step.

 Have no incentive to work or ambition, and therefore need to be enticed by

rewards to achieve goals.

Theory Y

Theory Y managers have an optimistic, positive opinion of their people, and

they use a decentralized, participative management style. This encourages a more

collaborative, trust-based relationship between managers and their team

members.
 People have greater responsibility, and managers encourage them to develop

their skills and suggest improvements. Appraisals are regular but, unlike in Theory

X organizations, they are used to encourage open communication rather than

control staff. Theory Y organizations also give employees frequent opportunities

for promotion (Mind Tools Content Team, n.d.). This style of management

assumes that workers are:

 Happy to work on their own initiative.

 More involved in decision making.

 Self-motivated to complete their tasks.

 Enjoy taking ownership of their work.

 Seek and accept responsibility, and need little direction.

 View work as fulfilling and challenging.

 Solve problems creatively and imaginatively.

Theory Z

Theory Z stresses the need to help workers become generalists, rather than

specialists. It views job rotations and continual training as a means of increasing

employees’ knowledge of the company and its processes while building a variety

of skills and abilities. Since workers are given much more time to receive training,

rotate through jobs, and master the intricacies of the company’s operations,

promotions tend to be slower. The rationale for the drawn-out time frame is that it

helps develop a more dedicated, loyal, and permanent workforce, which benefits

the company; the employees, meanwhile, have the opportunity to fully develop

their careers at one company. When employees rise to a higher level of

management, it is expected that they will use Theory Z to “bring up,” train, and

develop other employees in a similar fashion (Lumen Learning, n.d.).

Chapter 3.4 – Employing the Whole Man

According to Peter Drucker, the company cannot just hire “a hand”, an entire

human always comes with that hand. This means that the firm also hires the

values, attitudes and other personal attributes the worker brings to the workplace.

“The Human Resource is, of all resources is the most productive, the most versatile

and the most resourceful”

Chapter 3.5 – Training and Developing Individuals in the Organization

Training and Developing individuals in the Organization

1. Management must have clear vision, mission, objectives and strategies for

the individual to follow in order to obtain success. Determine the strengths,

weaknesses, opportunity and threat (SWOT) that are within or outside of your

business firm.

2. Management must initiate the tactical plans and processes that can easily be

understood by individuals in an organization.

3. There are personal factors that can contribute to gaining power to individuals.

This are simple things such as liking you for your wit, friendliness, good looks,

and being well dressed.

4. When you are truthful and honest with your personnel, even with regards

criticism that is given in an openly caring manner, your subordinates will

respect your desire for telling the truth, even if it involves a painful process.
5. Managers should sincerely want their personnel to succeed and grow.

Encourage them to attend training and development programs. Be

considerate and provide enough time and space for their adoption to a new

learning curve and development of new skills.

6. Make it clear to everyone that you have an open-door policy as far as your

office in concerned. Show them that you are always available to extend such

assistance, and get the bet help whenever needed.

7. Managers may become mentors. As an alternative, managers may organize

a cross-training and development programs to be handled by junior staff with

senior personnel to train and develop individuals in the organization.