CHAPTER I

Organizational
Behavior Today

Ms. K-an R. Sol

Instructor
ORGANIZATIONAL BEHAVIOR
Study of both group and individual performance and
activity within an organization

Why learn OB?

- OB will help you develop a better

work-related understanding about
yourself and other people
- OB can expand your potential for
career success in the dynamic,
shifting, complex and challenging
workplace of todayand tomorrow
Major topics in the study of OB:
Environment
Organizations
Organizational Behavior
Basic Attributes of Organizations
Today
Strategic Competency and
The High Performance
Organizational Design
Organization
High Performance Organizational
Global Dimensions of
Groups Cultures
Organizational Behavior
Individuals The Nature of
Diversity and Groups
Individual Differences Teamwork and High
Perception and Performance Teams
Processes
Attribution High Performance
Motivation and Leadership
Reinforcement Power and Politics
Human Resource Information and
Management Systems Communication
High Performance Job Decision-Making
Design
Organizational Learning
Process of acquiring knowledge and utilizing information to adapt
successfully to changing circumstances
Organizations as Work Settings

Organization
- an administrative and functional structure (such
as a business or a political party) Merriam-
Webster
- Collection of people working together in a
division of labor to achieve common purpose
Purpose, Mission, and Strategies

Purpose
- reason why the organization is created
- the core purpose of an organization is to
create goods or services for the
customers

Missions and Mission Statements

- defines why you are in business and
what you are doing now.
- focus the attention of organizational
members and external constituents on
the core purpose
Vision
- directs the organization to where it wants to go
- describe the organization's purpose and provides inspiration
for the people of the organization

Strategies
- determines how the goals must be achieved

Examples of corporate
strategies:

Mergers, Acquisitions,
Restructurings, and
Divestitures
People and Work Systems
The people is the most important and most crucial
asset of an organization because human resources
are intellectual capital that cannot be altered by
material resources alone.

People who do the

Sum total of work that helps
knowledge, expertise, organizations fulfill
and energy available their mission
from organizational
members

Open Systems
- Transform human and material resource inputs into
finished goods and services
RESOURCE INPUTS TRANSFORMATION PRODUCT OUTPUTS
PROCESS

People
Information Organization
Technology Finished Goods
Materials Work
Activity
and Services
Facilities
Money

Consumer Feedback
Organizational Behavior and Management

Who are the MANAGERS?

Manager is a person who has control or direction of an
institution, business, etc., or of a part, division, or phase of it
What do MANAGERS do?

1. Planning 1. Technical Skills

2. Organizing 2. Conceptual and
FUNCTIONS OF 3. Leading Decision Skills MANAGEMENT
MANAGEMENT 4. Controlling 3. Interpersonal SKILLS
and
Communication
Skills
 Management Skills
Technical Skill
- ability to perform a specialized task that involves a
certain method or process

Conceptual and Decision Skills

- ability to identify and resolve problems for the benefit of
the organization and everyone concerned

Interpersonal and Communication Skills

- ability to work well with people
- often called people skills
 Ethics and Organizational
Behavior
Ethics
- came from the Latin word ethos which means
habit
- it is the well-founded standards of right and
wrong that prescribe what humans ought to do,
usually in terms of rights, obligations, benefits to
society, fairness, or specific virtues

Ethical Behavior
- accepted as morally good and right
 Four ways of thinking about
ethical behavior
Utilitarian View considers ethical behavior to be
that which delivers the greatest good to the
greatest number of people

Individualism View considers ethical behavior

to be that which is best for an individuals long
term interest
Moral Rights View - considers ethical behavior to
be that which respects fundamental rights
shared by all human beings

Justice View considers ethical behavior to be

that which is fair and impartial in its treatment of
people
 Issues of Justice View
Procedural Justice degree to which the rules and
procedures specified by policies are properly
followed in all cases under which they are applied
Distributive Justice degree to which all people are
treated the same under a policy regardless of
race, ethnicity, gender, age or any other
demographic characteristics
Interactional Justice degree to which the people
affected by a decision are treated with dignity
and respect
 Ethical Dilemmas in the Workplace
Ethical Dilemma
- situation which requires a person to choose
among actions that offer possible benefits
while also violating ethical standards
- unpredictable
- common ethical dilemmas happen with
superiors, subordinates, customers,
competitors, suppliers and regulators
relationships
Common issues underlying
the dilemmas:
Honesty in communications and contracts
Gifts and entertainment
Kickbacks
Pricing practices
Employee Terminations
 Rationalizations for Ethical
Misconduct
Pretending the behavior is not
really unethical or illegal
Excusing the behavior by saying
its really in the organizations or
your best interest
Assuming the behavior is okay
because no one else is expected
to find out about it
Presuming the superiors will
support and protect you if
anything should go wrong
 Corporate Social Responsibility
Social Responsibility
- the obligation of organizations to behave
in ethical and moral ways as institutions of
the broader society

Whistle blower
exposes the wrongdoings of others

The concept of CSR suggests that

members must ensure that their
ethical frameworks extend to the
organization as a whole
 Work and the Quality of Life
Quality of Work Life (QWL)
- the overall quality of human experience
in the workplace
- reminder that high performance in any
work setting can and should be
accomplished by high levels of job
satisfaction
 Theory X and Theory Y by Douglas
McGregor
Theory X Theory Y
Authoritarian Participative
Members dislike their work Members liked work
Members needed direction Members were creative
Members avoided Members accepted
responsibility responsibility
Hands-on and involves People take ownership of
micromanaging people their work and do it
effectively themselves
Work-Life Balance
- deals with the demands from ones work and
personal affairs
- involves putting people first in any list of
organizational priorities

Examples of QWL strategies:

Sports Festival, Family Day, Fitness programs
 References
http://management4best.blogspot.com/2010/02
/six-building-blocks-organization-design.html
http://smallbusiness.chron.com/purpose-
mission-vision-statements-strategic-planning-
13161.html
https://www.mindtools.com/pages/article/newL
DR_74.htm
https://www.scu.edu/ethics/ethics-
resources/ethical-decision-making/what-is-
ethics/