MANAGEMENT

environment and when they ate

Benefits

of

encourage

Studying

requirement

to

survive

OB sharpens and enlarges the

common sense

and dealing with people

-

Common sense - is not an

adequate

are

teammates

Common Sense- Knowledge of

and

Generic skills - problem solving

skills

pressure

4. Sharpening and Refining of

succeed in the workplace

Soft

peer

from

Organizational Behavior
1. Skill Development - Essential

by

generally

about

substitute

for

organizational

knowledge

behavior.

By

interpersonal skills such as motivating

studying OB, you might learn that

others, communicating, and adapting

recognition may be given frequently

to people of different cultures

but not every time somebody attains

Hard

skills

are

generally

high performance.

technical skills, such as information

Key Development in the History of

technology and job design

Organizational Behavior

2. Personal

Growth

through

1. The Classical Approach to

Insight into Human Behavior

Management - encompassed

- Understanding human beings

scientific

can also lead to enhanced self-

administrative management.

knowledge

and

self-insight

3. Enhancement

of

Organizational
Individual

and
Effectiveness-

Organizational effectiveness to
the

extent

to

which

an

management

Scientific Management - application of

scientific

methods

to

increase

Frederick W. Taylor - father of scientific

mgt; engineer
Henry

satisfies the demands of its

Gilbreth (other contributors)

harder when they have greater

control

over

their

work

an

individual workers productivity

organization is productive and

interested parties. People work

and

Gantt

and

Frank

&

Lillian

Taylor believed that mgt and

labor should regard profit as the

result of cooperation between

productivity

the two parties

Four

Principles

of

Scientific

Management

concerned

Management

primarily

management

a. Careful study of the jobs to

develop

Administrative

standard

work

practices, with standardization

of the tools workers use in their
jobs
b. Selection of each worker using

and

with
structure

the
of

organizations
French businessman Henri Fayol and
German scholar Max Weber - main
contributors
Fayol - developed 14 mgt principles

scientific principles of personnel

Weber - bureaucracy is the best form

selection
c. Obtainment

of

cooperation

of organization

between mgt and workers to

ensure

that

accomplished

work
according

is
to

standard procedures
d. Plans and task assignments
developed by managers, which
workers should carry out

The major strength of the classical

school was providing a systematic way
of measuring people and work that
still exists in some form today
The major limitation of the classical
school is that it ignores differences

According to these principles, there is

among people and situations.

a division of work between managers

and workers

true

Managers - plan and design work,

assign tasks, set performance goals,
make time schedules, select and train
workers to do the tasks according to
standard procedures and give the
workers

feedback

2.The Hawthrone Studies -

about

their

performance

beginning

of

the

behavioral

approach to management
First study: determine the effect of
changes in lighting on productivity
Result:

constant

lighting

increases

productivity at about the same rate as

that of the group with gradual increase

Workers - are rewarded with financial

in

incentives when they increase their

lighting does not decrease productivity

lighting

gradual

decrease

of

until only when the light was roughly

social system. For instance, to

the

understand the impact of pay

same

as

moonlight

on performance, you have to

Hypothesis:

Something

other

than

understand the climate in the

illumination caused the changes in

work group and the leadership

productivity

style

center

reacted

of

attention.

positively

provide

Workers

may

because

people to behave differently when

they receive attention because they
respond

to

the

demands

of

manager.

work

mutual
resist

groups

support

and

management

schemes to increase output.

management cared about them.

Hawthorne Effect - is the tendency of

the

Furthermore,

Interpretation: Workers enjoyed being

the

of

Criticisms about the Hawthrone Effect

a. Lacking scientific rigor
b. The dual impact of feedback
and

the

differential

rewards

produced the surprising results -

situation

--- not the Hawthrone effect

Other Findings:
a. Economic incentives are less
potent than generally believed
in

influencing

workers

3.

profoundly

link

based

among

practices,

on the

managerial

morale

and

productivity.
Satisfied workers would be more

productive workers
Has a strong belief in workers

influence employee satisfaction

and performance.
c. Personal problems can strongly

Relations

belief that there is an important

complicated an challenging.
b. Leadership practices and workpressures

Human

Movement

to

achieve high levels of output.

a. Dealing with human problems is

group

The

capabilities

influence worker productivity.

d. Effective communication with

Douglas McGregors analysis of the

workers is critical to managerial

assumptions managers make about

success.
e. Any factor influencing employee
behavior

is

embedded

in

human
theories

nature,

delineated

in

two

Strength: encourages managers and

Theory X

professionals to examine individual

Set of traditional assumptions

about people
Managers are pessimistic about

workers capabilities
Managers believe that people
dislike

work,

seek

to

avoid

responsibility, are not ambitious

and must be supervised closely

Untrue in most circumstances

and

situational

differences

before

deciding on a course of action

Problem: used as an excuse for not
acquiring

knowledge

organizational

about

behavior

and

management

A formal study of management

helps a manager decide which
factors are relevant in particular

Theory Y

situations

Alternative and optimistic set of

assumptions
People do accept responsibility,
can exercise self-control, have

5. Positive

Behavior - focus on what is

the capacity to innovate and

right with people. Focuses on

consider work to be as natural

as rest/play
Accurately

describe

Organizational

developing

human

strengths,

making people more resilient,

human

and

nature

cultivating

individuals,

work

extraordinary
units,

and

organizations
4. The Contingency Approach -

Fred Luthans defines this as the study

emphasizes that there is no one

and application of human resource

best way to manage people or

strengths and psychological capacities

work. Emphasizes taking into

that can be measured, developed and

account

managed

situational

individual
differences

managing people
Derived from the
leadership styles

study

and

for

performance

in

improvement

of

Enneagram and Nine Personality

Types

1.

THE

REFORMER:

Rational,

Seven Consequences of Individual

Idealistic Type: Principled, Purposeful,

Differences that Have an Impact

Self-Controlled, and Perfectionistic

on Managing People

2. THE HELPER: Caring, Interpersonal

Type:

Demonstrative,

1. People differ in Productivity

Generous,

People-Pleasing, and Possessive

Pragmatic Type: Adaptive, Excelling,

output
2. Quality

of

propensity

Sensitive,

work

varies

(tendency)

achieving
results

Self-Absorbed, and Temperamental

INVESTIGATOR:

more

because people vary in their

Withdrawn Type: Expressive, Dramatic,

THE

become

have a bigger impact on work

Driven, and Image-Conscious

5.

jobs

complex, individual differences

3. THE ACHIEVER: Success-Oriented,

4. THE INDIVIDUALIST:

As

for

high-quality
-

Some

are

conscientious, good capacity for

Intense,

precision,

pride

in

work

Cerebral Type: Perceptive, Innovative,

(naturally strive for high-quality)

Secretive, and Isolated

Others are less conscientious,

6.

THE

LOYALIST:

Security-Oriented

less precise, little pride (more

Committed,

Type:

difficulty

Engaging,

Responsible, Anxious, and Suspicious

3.

achieving

quality

targets
Empowerment is effective

Busy, Fun-

with some workers, but not

Loving Type: Spontaneous, Versatile,

with all - Grant workers more

Distractible, and Scattered

authority to make decisions by

7. THE ENTHUSIAST:

themselves and to involve them

8.

THE

CHALLENGER:

Dominating

Type:

Powerful,

Self-Confident,

Decisive, Willful, and Confrontational

9. THE

PEACEMAKER:

Easygoing,

Self-Effacing

Type:

Reassuring,

Agreeable,

Complacent

Receptive,
and

in suggesting improvements
4.
A given leadership style
does

not

work

with

all

people - Some prefer freedom

on the job and can function well
under such leadership. Others
want to be supervised closely
by

their

manager

(less

competent, less motivated, less

experienced)
5. People differ in their need
for

contact

with

other

people - Some can work alone

all

day

and

productive.
restless

remain

Others

unless

business

highly
become

engaged

and

in

Sex differences

- actual biological

differences
Gender differences - differences of
perception of male and female roles

Men

treated fairly)
Women (equality

social

(equity

people
-

being
people

sharing equally)

conversation
6. Company management will
find that commitment to the
firm

varies

Some

considerably-

employees

are

2. Generational and Age-Based

Differences - Every generation

so

is

committed to their employers

or

loyalty

self-esteem,

turn,

which,

influences
on

Traditionalists

1925 1945)
Baby Boomers (1946

1960)
Generation

1980)
Generation Y (Millennials;

in

their

productivity and capacity to

take

major

4 generations

toward their employer.

7. Workers vary in their level
of

the

events of its era

owners of the firm. Others feel

commitment

by

economic, political and social

that they act as if they are partlittle

influenced

additional

responsibilities - People with

high self-esteem can cope with

(Veterans;

(1961

1981

present)

(mental

and

physical

basic challenges of life (selfefficacy) and also that they are

worthy

of

happiness

(self-

respect).
Generation

Stereotypes

Age

capabilities)
Age comes with wisdom

that

Influence Work Behavior

1. Sex and Gender Differences

3. Ethnic, Racial and Cultural

Differences - these differences

are usually more attributable to

culture than to ethnicity itself

Triarchic
and

Theory

of

Theory

to
their

Multiple

Triarchic

Intelligence

Theory

of

Emphasis

on

Practical Intelligence
Analytical - Solving

problems
Creative

in

and

to

them

from

memory
Bodily-kinesthetic

enables

people

to

use

their body and perceptual

and

abstract

motor

systems

in

skilled ways
Intrapersonal

combining things in novel ways

Practical
-Adapting
to
an

people

distinguish

environment

and acquire accurate self-

-Imagination

to

and

suit

to

enables

among their own feelings

an

individuals needs
o

-Being street smart

knowledge
Interpersonal - makes it
possible for individuals to
recognize

and

People know and understand

distinctions

among

the world in distinctly different

feeling,

2. Multiple

ways

and

images

brain

recreate

Intelligence
1. The

perceive

manipulate

Intelligence

of

Spatial - enables people

or

Intelligences

look

at

it

through

different lenses.
8 intelligences (or faculties)
o Linguistic
enables
o

solve

problems
Musical - gives people the
capacity to create and
understand

meanings

made out of sounds

and

to
among,

classify, and use various

features of the physical
external environment

between
and

the

intentions of others
Naturalist
enables
differentiate

enables individuals to see

objects

motives

individuals

people to communicate
Logical-Mathematical
relationship

make

8 Major Personality Factors and

Traits
1. Neuroticism - this trait reflects
neuroticism
stability.

versus

People

neuroticism

are

emotional
with
prone

high
to

psychological
coping

distress

with

and

problems

unproductive ways.
2. Extraversion
associated

with

d. responsibility
e. traditionalism
f. virtue
6. Self-monitoring behavior

in
traits

refers

extraversion

to

the

process

of

observing and controlling how

include being social, gregarious,

we appear to others.

assertive, talkative and active.

3. Openness to experience -

High

self-monitors

are

people who score high with

pragmatic and are even chameleon-

openness have well-developed

like actors in social groups.

intellects. Traits associated with

this

factor

include

imaginative, cultured, curious,

original,

broad-minded,

intelligent

and

Low

being

7. Risk

and

thrill

constant excitement on the job

and are willing to take the risk.

An

agreeable person is friendly and

Traits

taking

seeking - some people crave

reflects the quality of a person's

cooperative.

avoid

different outer images.

artistically

orientation.

situations that require them to adopt

sensitive.
4. Agreeableness - this factor
interpersonal

self-monitors

8. Optimism

associated

refers

to

the

tendency to experience positive

with this factor include being

emotional

courteous,

trusting,

typically believe that negative

cooperative,

outcomes will be forthcoming

flexible,

good-natured,
forgiving,

softhearted

and

tolerant.
5. Conscientiousness - a variety
of

meanings

attached

have
to

been
the

conscientiousness factor, but it

generally implies dependability.
Consists of 6 subfactors:
a. industriousness
b. order
c. self-control

states

and

to

from most activities.

4

Key

Factors

in

Emotional

Intelligence
1. Self-awareness - the ability to
understand one's own emotion
is the most essential of the four
emotional

intelligence

competencies.
2. Self-management - the ability
to control one's emotions and

act with honesty and integrity in

Four

styles which are based on the

consistent

and

manner.
3. Social awareness

adaptable

about

organizational

of

Orientation toward concrete

experiences
Emphasizes
involvement

includes the interpersonal skills

human
-

strong

in

personal way.
A person with this orientation is
systematic and scientific.

clearly and convincingly, disarm

build

interactions

more intuitive and artistic than

of being able to communicate

and

in

experiences and dealing with

emotional

intelligence.
4. Relationship management -

conflicts

or

having

problems are key aspects of this

dimension

orientations

learning cycle
-

empathy for others and having

intuition

learning

Orientation

observations and reflections

Emphasizes understanding the

personal bonds.

toward

- effective leaders use this to

meanings of ideas, situations,

spread their enthusiasm and

and things and describing them

solve disagreements, often with

-

kindness and humor.

in an unbiased way.
A person with this orientation is
predisposed to reflection.

3 Learning Styles

1. Visual learners - learn best by

seeing,

and

they

subchannels,

have

linguistic

Orientation
formation

two

toward
of

abstract

concepts

and

and

spatial.
2. Auditory learners - prefer to

generalizations
Emphasizes
applying

learn by hearing and they tend

ideas, and concepts.

This person prefers thinking as
opposed to feeling.

to move their lips and read out

loud.
3. Kinesthetic learners - learn

kinesthetic

(movement)

tactile (touch).

and

Orientation toward testing

implications of concepts in

best while touching and moving

and rely on two subchannels,

logic,

new situations
Emphasizes actively influencing
people and changing situations.

This

person

applications

prefers
as

practical

opposed

to

reflective understanding.

which rules people should follow

Ethical Theories

and instead focus on helping

Deontology and Ethics

Characterized primarily by
focus

upon

independent
-

adherence
moral

people develop good character

to

rules

traits, such as kindness and

a
or

moral

choices,

we

simply have to understand what

generosity.
These character traits will, in
turn, allow a person to make the

duties.
Thus, in order to make the
correct

Virtue Ethics
Place much less emphasis on

correct decisions later on in life.

Eight-step

guide

to

Ethical

Decision Making

our moral duties are and what

correct
-

rules

exist

which

fail to follow our duty, we are

behaving immorally.
Teleology and Ethics
Characterized primarily by a
focus
-

on

the

consequences

which any action might have.

Thus, in order to make correct
moral choices, we have to have
some understanding of what will

result from our choices.

When we make choices which
result

in

consequences,

the
then

correct
we

are

acting morally; when we make

choices
incorrect

which

result

in

consequences,

we are acting immorally.

the
then

Linda K. Trevio and Katherine

A. Nelson developed a guide to

regulate those duties.

When we follow our duty, we
are behaving morally. When we

ethical decision making.

1.
2.
3.
4.
5.
6.

Gather the facts

Define the ethical issues.
Identify the affected parties.
Identify the consequences.
Identify the obligations.
Consider your character and

integrity.
7. Think
creatively

about

potential actions.
8. Check your intuitions.
Strategies to Enhance Motivation

Motivation

DESIGN
A major strategy for enhancing

through

JOB

motivation is to make the job so

challenging and the worker so
responsible that he or she is
motivated just by performing
the job.

a. Job enrichment
- gives workers
sense

of

5. Feedbackthe
a

to which a job provides

ownership,

responsibility,

degree

direct information about

and

performance.

accountability for their

c. Job crafting
-Physical and

work.
b. Job

characteristics

model
- a

changes workers make in

method

of

job

the task.
- Most frequent purpose of

design that focuses on

the

task

crafting is to make the job

and

more meaningful.

interpersonal
demands of the job.
Five measurable characteristics

Motivation

RECOGNITION AND PRIDE

Can be considered a direct

of jobs:

through

application
1. Skill

varietythe

degree to which there are

skills to perform.
2. Task
Identitythe
degree

mental

to

which

one

motivator

that

it

merits separate attention.

Pride is a motive that makes
recognition

worker does a complete

positive

reinforcement.
Recognition is such a potentially
powerful

of

an

effective

motivator.

job, from beginning to

end, with a tangible and

Motivation

possible outcome.
3. Task Significancethe

FINANCIAL INCENTIVES
A natural reinforcer for worker

through

degree to which work has

at any level is to offer them

a heavy impact on others

financial

in

the

immediate

organization

or

the

external environment.
4. Autonomythe degree
to

which

freedom,
and

job

offers

independence,

discretion

implementation.

in

its

incentives

for

good

performance.
However, it predate behavior
modification in the workplace
and

are

an

application

of

common sense.
Characteristics of an Enriched Job

Job Enrichment refers to making a

job more motivational and satisfying
by adding variety, responsibility, and
managerial decision making.

Direct Feedback
Employees
should

Personal Accountability

Three Forms of Job Crafting

Job Crafting refers to physical and
mental changes workers make in the

receive

immediate evaluation of their

work.
Client Relationships
A job is automatically enriched
when a worker has a client or

task or relationship aspects of their

job.
1. Changing

number,

scope,

and type of job tasks.

2. Changing quality and

or

amount of interaction with

customer to serve whether that

others encountered in the

client is internal or external.

New Learning
An enriched job allows its holder

to acquire new knowledge.

Control over method
When a worker has some

Steps in a Formal OB Modification

control over which method to

Program

choose to accomplish a task, his

motivation generally increases.

Control over schedule
Scheduling
includes
the
authority to decide when to
tackle which assignments and

job.
3. Changing the view of the
job.

1. Identify
-

hours.
Unique Experience
Control over resources
Such as money, material, or

people.
Direct

Authority
Provides
the
opportunity

Communication

to

workers

the

communicate

directly with other people who

use their output.

be

for

observable,

measurable, task related, and

critical to the task.
2. Measure baseline frequency

having some say in setting work

change
Must

behaviors

of response
Use direct observation,
sampling,

archival

historical data.
3. Analyze
-

time

data,

and

functional

consequences
Behavioral contingencies
Contingent
consequences

outcomes that stem from the

behavior.
4. Select
strategy.

an

intervention

Positive reinforcement is applied

to

increase

behaviors

decrease
-

and

viewpoint, perspective, or frame

dysfunctional

behaviors.
Punishment is used as a last
resort.

Paradigm a model, framework,

of reference.
The two people live by different

rules or guidelines.
If they can recognize that they
are

5. Evaluate

change

in

paradigms,

performance.
-

If

performance

does

not

chances

for

agreement are improved.

People can change paradigms if

the intervention strategy.

If
performance
improves,

maintain

with

through

Strategies

1. Clarify

reinforcement
schedule

of
-

to

communicating
Managers
and

before
professionals

attitudes

of

those

who

will

receive the message.

Present them in a clear, exciting

when talking about sensitive

topics comes naturally.
5. Communicate
feelings
-

frames

differences
of

paradigms

reference

in
of

accompanied

by

the

appropriate feelings.
Feelings
add
power

and

conviction to the message.

6. Be aware of non-verbal
-

communication
A speakers tone
expression,

and

of

voice,

apparent

receptiveness to the responses

to the receivers interest or

needs.
3. Discuss

behind facts
The facts in the message should
be

manner at a level appropriate

for the audience.
2. Motivate the receiver
- Best accomplished by appealing

within the organization.

Negative rumors are less likely
to appear on the grapevine

Overcoming

Ideas

communication
An abundance of informal, open
communication enhances trust

must consider the goals and

the

different

reasons are convincing.

4. Foster
informal

Communication Barriers

with

improve, reevaluate and change

reinforcement:
Ten

operating

of others have an impact to the

-

receiver.
When sending

messages

to

others, keep in mind all the

aspects of nonverbal behavior
described previously.

7. Obtain feedback
- Best efforts may be wasted if
feedback

on

how

well

the

Differentiate
Technique

Nominal
from

Group

the

Delphi

Technique

message came across is not

-

received.
Asking questions, encouraging
the

receiver

to

reactions,

following

contacts,

and

reviewing

express
up

communication
People
communicate

are

ways of obtaining feedback.

8. Adapt to the other persons

in

meta-

communication
When having a difficult time
getting

through

to

communicate
communication

about
to

reflection

with

the

actively

involved

in

Delphi Technique
A
group
decision

making

technique designed to provide

group
-

members

sequence

questionnaires

help

with

one

anothers ideas and feedback.

Incorporates
a
carefully
structured

your

distributed

of
to

each group member, usually by

overcome barriers or to resolve

a problem.

group activity.

person, it helps to talk about

-

in

scrutiny of reflective thought.

Helps
introverted
people
become

another

your communication difficulty.

To meta-communicate is to

results

disciplined decision.
Advantage of this technique is
individual

other persons style by careful

observation.
9. Engage

it

acceptance

that it combines the merits of

freely with those who match

-

problem solving.
Has
met
with
because

more

their communication style.

It is usually possible to learn the

Nominal Group Technique

Opposite of an interacting group
Distinguishing characteristics is
silent effort during part of group

on

subsequently

performance

email.
Has been accused of using the
technique to manipulate group

opinion
More time

consuming

nominal group technique.

than