Tanza Campus

Department of Hospitality and Business Management Studies

TANZA CAVITE 4108 Philippines
CAVITE STATE
UNIVERSITY
MNGT 22
HUMAN BEHAVIOR
IN ORGANIZATION
Vincent C. Cortias
Instructor I
Overview of Science
and Study of Human
Behavior
Chapter 1
Nature of Science
Science is popularly defined as an
accumulation of systematic
knowledge based on fact.
It is a method of approach to the
entire empirical world.
Basic to modern science is an
intricate relation between theory
and facts.
Fact is regarded as an empirically
verifiable observation.
Theory refers either to the relationship
between facts or to the ordering of
terms in some meaningful way.
Fact of science are the product of
observations which are meaningful and
theoretically relevant.
Thus, without theory, science
cannot predict and control the
material world.
The development of science can
be considered as a constant
interplay between theory and facts.
Theory is a tool of science in many ways.
An example of it is that it offer conceptual
scheme by which the relevant phenomena
are systematized, classified and
interrelated, and summarizes facts, into:
a. empirical generalization and
b. systems of gaps in our knowledge.
Facts are also productive of theory
in three ways:
1. Facts help initiate theories;
2. They lead to the reformation of
existing theory;
3. They change the forms and
orientation of theory and they clarify
and redefine theory.
The Study Human Behavior
Business organizations are made up of
people interested in other people.
There is hardly a phase in the daily life of
the man or woman associated with
business and industry that is not in some
way related to human behavior.
Concern for the people who sell insurance,
man machines, take down notes and types
correspondence, keep records, supervise
people who manage the activities of
corporations, big and small, always involve
a study of human behavior.
Why study human behavior?
People are continually adjusting to and
depending on other people.
A second reason for studying human behavior
arises from the fact that more and more leaders
of business and industry are coming from the
ranks of college graduates.
Finally, a knowledge of the principles of the
human behavior will help one acquire
understanding, skills and desires which will
prepare him to work with others with increasing
cooperation, understanding and effectiveness.
Development of the Scientific Study
of Human Behavior
The scientific study of human behavior was
only a 19
th
century development.
Until the later part of 19
th
century, philosophy
(which was based on speculation and logic)
was the only approach to the study of human
behavior.
The direct forerunner of psychology is
psychophysics, a science developed by
Fechner.
PSYCHOPHYSICS was a science that
studied the functional relations of
dependency between mind and body but
which actually determined the physical
characteristics of stimuli and the sensation
they produce.

Understanding Human Behavior
Two Basic Categories
Internal Perspective
External Perspective
Internal Perspective
Factors inside the person to understand
behavior.
Behavior is explained in terms of the
thoughts, feeling, perceiving and judging lead
to act in specific way.
Implies that people are best understood from
the inside and that peoples behavior is best
interpreted after understanding their thoughts
and feelings.
External Perspective
This focuses on factors outside the person to
understand behavior.
External events, consequences of behavior,
environmental forces to which a person is
subject, are emphasized by this external
perspective.
A persons history, value system, feelings and
thoughts are not very important in interpreting
actions and behavior.
Development of Behavioral
Science
The term came into use only in the 1950s when
Ford Foundation coined it to describe its
program on Individual Behavior and Human
Relations.
Behavioral science has emerged as a new and
integrated discipline that is primarily concerned
with developing valid generalizations about
human behavior in group situations from the
viewpoints of psychology, sociology and cultural
anthropology. (Berelson 1962)
To qualify as behavioral science, a field of
study must satisfy two basic criteria:
First, it must have human behavior as its
subject matter;
Second, it must study human behavior in a
scientific manner.
Some Basic Definitions
Behavioral Science is derived from
behavior and science.
Science may be defined from viewpoints
(Kerlinger 1964:10)
The static view defines science as a body of
knowledge.
The dynamic view, however, defines as an activity
as such, it is more concerned with what scientists
do.
Human Behavior may be defined as an
activity of an individual or group, whether
such activity can be observed by another
person or detected by scientific
instruments.
It is the response of an individual to
stimulus situation. It refers to both types of
responses and the manner in which it was
made.
Organization
Is a complex, competitive world.
It reflects the image of its people.
Their relationship should be built on trust
and confidence.
Must be closely held together.

Behavior
Is a manner of reaction, deportment, the
expression of habits or tendencies of
people.

Activity No. 1
Group yourselves into two (2) groups.
Choose a leader and brainstorm about
the different human behaviors in an
organization.
After 15 minutes, discuss the following in a
very creative way (such as Talk show,
Role Playing and many more)
Message/ Core - 40 %
Creative Presentation - 30%
Showmanship - 20%
Lecture 2

Introducing Organizational
Behavior
People Make the
Difference
Copyright 2008 John Wiley & Sons, Inc.
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Chapter Study Questions
What is organizational behavior and why is
it important?
What are organizations like as work
settings?
What is the nature of managerial work?
How do we learn about organizational
behavior?

Copyright 2008 John Wiley & Sons, Inc.
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What is organizational behavior
and why is it important?
Organizational behavior
Study of human behavior in organizations.
A multidisciplinary field devoted to
understanding individual and group behavior,
interpersonal processes, and organizational
dynamics.
Copyright 2008 John Wiley & Sons, Inc.
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What is organizational behavior
and why is it important?
Scientific methods models
simplified views of reality that attempt to
identify major factors and forces underlying
real-world phenomenon
Link independent variables with dependent
variables
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.1
Copyright 2008 John Wiley & Sons, Inc.
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What is organizational behavior
and why is it important?
Scientific thinking is important to OB
because:
Process of data collection is controlled and
systematic
Proposed explanations are carefully tested
Only explanations that can be scientifically
verified are accepted
Copyright 2008 John Wiley & Sons, Inc.
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What is organizational behavior
and why is it important?
Contingency approach
researchers identify how different situations
can be best understood and handled
Copyright 2008 John Wiley & Sons, Inc.
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What is organizational behavior
and why is it important?
Modern workplace trends
Commitment to ethical behavior
Importance of human capital
Demise of command and control
Emphasis on teamwork
Pervasive influence of information technology
Respect for new workforce expectations
Changing definition of jobs and career
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Organization
a collection of people working together in a
division of labor to achieve a common
purpose.
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
The core purpose of an organization is the
creation of goods and services.
Mission statements focus attention on the
core purpose.
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Strategy
comprehensive plan that guides organizations
to operate in ways that allow them to
outperform their competitors.
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.2
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Stakeholders
People, groups, and institutions having an
interest in an organizations performance
Interests of multiple stakeholders sometimes
conflict
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Organizational culture
the shared beliefs and values that influence
the behavior of organizational members.
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.3
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Constructive culture
members are encouraged to work together in ways
that meet higher order human needs
Passive/defensive culture
members tend to act defensively in their working
relationships
Aggressive/defensive culture
members tend to act forcefully in their working
relationships to protect their status and positions
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Workforce diversity
describes the presence of individual
differences based on gender, race and
ethnicity, age, able-bodiedness, and sexual
orientation
Copyright 2008 John Wiley & Sons, Inc.
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What are organizations like as
work settings?
Multiculturalism
refers to pluralism and to respect for diversity
and individual differences
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Manager
someone whose job it is to directly support
the work efforts of others
Effective manager
one whose team consistently achieves its
goals while members remain capable,
committed, and enthusiastic

Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Task performance
quality and quantity of the work produced by
the work unit as a whole
Job satisfaction
how people feel about their work and the work
setting
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
The management process.
Planning
Organizing
Leading
Controlling
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.4
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
The nature of managerial work.
Managers work long hours.
Managers are busy people.
Managers are often interrupted.
Managerial work is fragmented and variable.
Managers work mostly with other people.
Managers spend a lot of time communicating.

Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.5
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Managerial skills and competencies
Skill
an ability to translate knowledge into action
that results in a desired performance.
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Technical skill
ability to perform specialized tasks
Human skill
ability to work well with other people
Conceptual skill
capacity to analyze and solve complex and
interrelated problems
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Emotional intelligence
ability to understand and deal with emotions
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
Copyright 2008 John Wiley & Sons, Inc.
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What is the nature of
managerial work?
Moral Management
Immoral manager
Amoral manager
Moral manager
Ethics mindfulness
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.6
Copyright 2008 John Wiley & Sons, Inc.
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How do we learn about
organizational behavior?
Learning
an enduring change in behavior that results
from experience.
Copyright 2008 John Wiley & Sons, Inc.
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How do we learn about
organizational behavior?
Life-long learning
learning continuously from day-to-day work
experiences, advice from mentors and
training seminars and workshops
Organizational learning
process of acquiring knowledge and utilizing
information to adapt successfully to changing
circumstances.
Copyright 2008 John Wiley & Sons, Inc.
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Figure 1.7