Organizational Behavior (OB):

THE INDIVIDUAL

TOCHE VIC B. DOCE

DPA Student
Graduate School of Business Administration
Capiz State University - Pontevedra

Why do we need to study

the individual?

End Goal of OB?

Increase organizational effectiveness

How?

One way is to study and understand

every individual in the organization.

Foundation of Individual
Behavior

Biographical Characteristics
Ability, Intellect and Intelligences
Physical Abilities
Learning

Biographical Characteristics
Biographical Characteristics
Personal characteristicssuch as age, gender,
and marital statusthat are objective and
easily obtained from personnel records.

Ability, Intellect, and Intelligence

Ability
An individuals capacity to perform the
various tasks in a job.
Intellectual Ability
The capacity to do mental
activities.
Multiple Intelligences
Intelligence contains four subparts:
cognitive, social, emotional, and
cultural.

? Multiple Intelligences ?

Physical Abilities
Physical Abilities
The capacity to do tasks demanding stamina,
dexterity, strength, and similar
characteristics.

Learning
Learning
Any relatively permanent change in
behavior that occurs as a result of
experience.
Learning
Learning
Involves
Involveschange
change
IsIsrelatively
relativelypermanent
permanent
IsIsacquired
acquiredthrough
throughexperience
experience

Theories of Learning

Classical Conditioning
Operant Conditioning
Social Learning Theory
Shaping Behavior

Theories of Learning
Classical Conditioning
A type of conditioning in which an
individual responds to some stimulus that
would not ordinarily produce such a
response.
Key
KeyConcepts
Concepts
Unconditioned
Unconditionedstimulus
stimulus
Unconditioned
Unconditionedresponse
response
Conditioned
Conditionedstimulus
stimulus
Conditioned
Conditionedresponse
response

Ivan Pavlov and John B. Watson

Pavlov Dog Conditioning

Watsons Little Rabbit

What do you imagine when

you see these?

Theories of Learning
(contd)

Operant Conditioning

A type of conditioning in which desired voluntary

behavior leads to a reward or prevents a
punishment.
Key
KeyConcepts
Concepts
Reflexive
Reflexive(unlearned)
(unlearned)behavior
behavior
Conditioned
Conditioned(learned)
(learned)behavior
behavior
Reinforcement
Reinforcement

B.F. Skinner

Rat in a box with a lever

Theories of Learning
(contd)
Social-Learning Theory
People can learn through observation and
direct experience.

Key
KeyConcepts
Concepts
Attentional
Attentionalprocesses
processes
Retention
Retentionprocesses
processes
Motor
Motorreproduction
reproductionprocesses
processes
Reinforcement
Reinforcementprocesses
processes

Albert Bandura

Theories of Learning
(contd)
Shaping Behavior
Systematically reinforcing each successive step
that moves an individual closer to the desired
response.
Key
KeyConcepts
Concepts
Reinforcement
Reinforcementisisrequired
requiredto
tochange
change
behavior.
behavior.
Some
Somerewards
rewardsare
aremore
moreeffective
effectivethan
than
others.
others.
The
Thetiming
timingof
ofreinforcement
reinforcementaffects
affectslearning
learning
speed
speedand
andpermanence.
permanence.

Types of Reinforcement

Positive reinforcement
Providing a reward for a desired behavior.

Negative reinforcement
Removing an unpleasant consequence when the

desired behavior occurs.

Punishment
Applying an undesirable condition to eliminate an

undesirable behavior.

Extinction
Withholding reinforcement of a behavior to cause

its cessation.

Schedules of Reinforcement

Continuous
Intermittent
Fixed Interval
Variable Interval

Schedules of Reinforcement
Continuous Reinforcement
A desired behavior is reinforced each time it is
demonstrated.

Intermittent Reinforcement
A desired behavior is reinforced often enough
to make the behavior worth repeating but not
every time it is demonstrated.

Schedules of Reinforcement
Fixed-Interval Schedule
Rewards are spaced at uniform time intervals.

Variable-Interval Schedule
Rewards are initiated after a fixed or constant
number of responses.

Behavior Modification
OB Mod
The application of reinforcement
concepts to individuals in the work
setting.
Five
FiveStep
StepProblem-Solving
Problem-SolvingModel
Model
1.
1. Identify
Identifycritical
criticalbehaviors
behaviors
2.
2. Develop
Developbaseline
baselinedata
data
3.
3. Identify
Identifybehavioral
behavioralconsequences
consequences
4.
4. Develop
Developand
andapply
applyintervention
intervention
5.
5. Evaluate
Evaluateperformance
performanceimprovement
improvement

OB MOD Organizational Applications

Well Pay versus Sick Pay

Reduces absenteeism by rewarding

attendance, not absence.

Employee Discipline
The use of punishment can be counter-

productive.

Developing Training Programs

OB MOD methods improve training

effectiveness.

Self-management
Reduces the need for external management

control.

CEH-OR/DR

ANALYSIS
Organization:
Capiz
Emmanuel
Hospital,
Inc.
Operating Room /Delivery Room and
Central Supply Department
A sectarian 100-bed capacity private
hospital whose OR/DR Department
provides comprehensive services to
clienteles.

Foundations of Individual Behavior

Workers which includes nurses attendants
and orderlies came from different
backgrounds and orientation, eg. residence,
school
Mixture of different age groups, majority
are young, single, because of rapid
turnover
Majority are females because nursing is a
female dominated profession but the
inclusion of the males is evident nowadays.

Ability, Intellect,
Intelligence

Almost all employees are working

within the scope of the units SOP,
although there are some, especially the
newcomers who are not well-versed in
the daily routines..
An interplay of logical and
interpersonal intelligence in the
exercise of their function

Physical Abilities

All are able to do their respective

functions like the usual nursing
procedures, care of patients and
assisting doctors (surgeons, Obs and
anesthesiologist)
Physical handicap is a no-no in nursing

Learning Process

Upon entrance in this specialty field,

we start from scrap
The learning process starts by shaping
our behavior and competencies
We learn by observation, experience
and coaching.
Feedback is provided
Failure to meet standards -transfer

Reinforcement

Promotion
Salary Increase
Punishment

Explanation letter
Incident Report
Audit
Suspension/Dismissal
Internal Rules/Policies/Unwritten dictum

Schedules of Reinforcement

Fixed-Interval schedule
Intermittent schedule

OB Mod Org. Application

Paid sick leave

In-service education
Self-management (less likely)
Employee discipline
One-on-one conference
Scene defamation (negative)

Assessed Needs and Plans:

Revisit SOPs, Reorient Staff

Clear or Clarify Unwritten Dictums
Get out of what we call Comfort Zone
Restructure the department
Initiate department in-service
education and updates

THANK
YOU!