HBO 1 Midterm Review - Summary

**HBO 1** **HUMAN BEHAVIOR AND THE DYNAMIC WORK ENVIRONMENT** **INTRODUCTION** **Human** - played an important role in the organization; they serve as the no.1 important resources in the organization **Organization** - composed of numbers of people working in the organization that...

**HBO 1** **HUMAN BEHAVIOR AND THE DYNAMIC WORK ENVIRONMENT** **INTRODUCTION** **Human** - played an important role in the organization; they serve as the no.1 important resources in the organization **Organization** - composed of numbers of people working in the organization that possess different characteristics, beliefs, culture, and behavior. - **HUMAN BEHAVIOR** - physical actions of a person that be seen or heard such as smiling or whistling. - with his thoughts, feelings, emotions, and sentiments, the person exhibits behaviors similar or different when he is in or out of organizations - other meaning: - occurs anywhere and everywhere-at home, in school, in the work setting, in church, in a social club, in a professional organization - committed alone, with another person, with a group or an organization - universal and is at the core of leadership, followership, communication, decisions making and the processes in the organization. **EXAMPLES OF HUMAN BEHAVIOR** - Skills: - Responses: acceptance, rejection, answer, ignorance - Life: - dreaming, sleeping, awake - human communication, human time- scale - desire, hunger, thirst **FACTORS AFFECTING HUMAN BEHAVIOR** **Attitudes** - the degree to which the person has **favorable or unfavorable evaluation of the behavio**r in question. **Social Norms** - this is the influence of social pressure that is perceived by the individual (normative beliefs) to perform or not to perform a certain behavior **Perceived Behavioral Control** - construct is defined as the individual's belief concerning how easy or difficult performing the behavior will be **Some Key Behavioral Science Assumptions, Concepts, And Principles** Human behavior which is called human act is different from the act of man. **Human Act** - When a man performs an act with free will - responsible for such act which is performed with alternatives to choose from - **free will** from whence responsibility emanates and flows that makes a man a human being performs human acts or human behavior, philosophically speaking. **Act Of Man** - performed by one who is forced to do so at the risk of his own life he does otherwise - does not have any other alternative/s to choose from - not given the opportunity to use his free will, not responsible for this act. Human behavior can be understood best by developing frameworks from the behavioral science which represents a systematic body of knowledge pertaining to why and how people behave as they do. **6 Assumptions** 1\. Every person is **significantly different from the moment of conception**. From the time an individual is conceived "so much water passes under the bridge" so to speak, that in all aspects -- physical, mental, social, psychological- he undergoes a plethora of changes as he grows and develops from childhood to adulthood. 2\. Every person is **constantly active, goal-seeking organism.** Whether consciously or unconsciously, he is **goal oriented**. Goals, needs, drives, and wants to have similar and overlapping meanings. 3\. Every person is **dynamic**. **Status quo does not characterize his states since** he is barraged by different forces around him. 4\. The **characteristics** of an organization i**nfluence the behavior of the entire organization** and, to a great extent, the **behavior of individuals** within it as well. 5\. **Behavior** **cannot be predicted with one hundred percent accuracy** since it arises from the varying needs and value systems of many different people. 6\. There are **no simple cookbook formulas for working with people**. No one best answer. No ideal organization exists. Neither an ideal person. **CONCEPTS** 1. **Almost all behavior is learned**. This applies to adults and children whose learning can be altered. 2. **Human beings adapt.** In accordance with their needs and values, **individuals adjust to their environment**. When their new learnings are congruent with their value system, they adopt them. **What is adopted becomes part of their culture.** **5 PRINCIPLES** 1\. ***Thorndike's law of effect*** woks and is powerful. It states that **behavior which is followed by a [*satisfying* which is followed by a *satisfying situation* tends to be *repeated*] but that behavior which is followed by [*unsatisfactory conditions* tends to be *extinguished*]**[. ] 2\. ***Stimuli*** are those *[**forces which impact the sensory organs of our five sensory channels: sight, hearing, smell, taste, touch**.]* The impact of stimuli is a function of frequency, recency and felt intensity. Communication, in all cases, consists of the creation of stimuli. 3\. ***Behavior*** is ***[caused but its causality is uncertain and usually multiple.]*** In terms of broad common definitions, it may be classified as having either a rational (cognitive) or an emotional (affective) basis. 4\. ***Classical conditioning*** ***powerful technique for [altering the behavior of others]***. But man's freedom of the will makes him responsible for his actions. 5\. There are ***[no two individuals who are alike in all dimension]***. Just as there are no two similar leaves in a tree. The differences become more striking as they are compared from the physical to the socio-psychological components. **REASONS FOR STUDYING HB** - even as we participate in the day-to-day processes and activities of human life - need to understand the behavior of others, especially those we encounter, and the need to anticipate and predict how others may act in certain situations - understand the actions of people - For a firm, studying human behavior can increase its productivity for it provides knowledge and information which can be the bases for improving its performance - Organizational structure, leadership, and communication - need for and usefulness of understanding and appreciating the values that underlie or are reflected by our behavior brings out distinctions between right and wrong, good and bad, proper and improper, useful and useless behavior. is dimension of human behavior that underlies the quality of one's actions, relationships, motivation, productivity, self-improvement, aspirations, social usefulness, and responsibility. **ORGANIZATIONAL BEHAVIOR** - the study of human behavior in the workplace, the interaction between individuals/people and the organization with the intent to understand and predict human behavior **Why Study Org Behavior** - Understanding human behavior in organizations is a **critical skill for leadership and success in organizations** - **To be a successful leader,** one needs to understand the behaviors of people, organization, and the situation **7 ORG BEHAVIOR CAN ALSO HELP A COMPANY TO:** **3 GOALS OF ORGANIZATIONAL BEHAVIOR** **PLACES WHERE PERSON EXHIBITS HIS BEHAVIOR** **Person** **↓** **Behavior** **↓ ↓** **In the org -- out of org** **BENEFITS OF STUDYING OB** 1. ***DEVELOPMENT OF PEOPLE SKILLS*** - skill in **doing** his work - skill in **relating** with people 2. ***PERSONAL GROWTH*** - **makes a person highly competitive in the workplace*.*** *chance to achieve personal is enhanced by knowledge of OB**.*** - **intrapersonal thinking** may be described briefly as **one possesses by a person with highly accurate understanding** 3. ***ENHANCEMENT OF ORGANIZATIONAL AND INDIVIDUAL EFFECTIVENESS*** - major attribute of successful organizations, as well as individuals. When the right decisions are made 4. ***SHARPENING AND REFINEMENT OF COMMON SENSE.*** - People differ in the degree of common sense they possess. **Improvements in these types of ability** however, can **still be made and great benefits can be derived** if this is done***.*** **OB COMPONENTS** - Organizational behavior studies help HR personnel and executives understand key aspects of the workplace, including company culture, employee satisfaction, productivity, and retention. The main components of OB include: - Personality: Insights into how individual personalities impact productivity and job compatibility with company culture. - Leadership: Research on effective leadership traits and skills, aiding managers in enhancing their styles and identifying potential leaders - Power and Authority: Analysis of the dynamics between power and authority to foster a cohesive and productive workplace culture, including ethical considerations.' **ORGANIZATIONAL BEHAVIOR METHODS** - organizational behavior uses a variety of research methods to produce results. Some methods of organizational behavior include: - **COMPUTER SIMULATION** - uses mathematical modeling to understand the behavior of an organization. This method can also provide insight into the processes and behaviors that facilitate teamwork. - **QUANTITATIVE RESEARCH** - or **statistical**, research to study organizational behavior. Statistic models may include **correlation, variances and time series analyses**. - **QUALITATIVE RESEARCH** - method of organizational behavior **focuses on gathering non-quantifiable information through observation.** - methods of observation may include **interviews, case studies or written research.** **WHAT INFLUENCES OB** - factors influence behavior in the workplace that can motivate employees, improve their performance and increase their satisfaction. - may include interpersonal communications, company policies and individual management styles 5. **PROCESS**: This factor includes processes within a team, department or company, such as workflows and reporting structures. **HBO 2** **OVERVIEW** - **organization** is - comprising of many **people with different in terms of personality, behavior, attitude, cultures, perceptions, and beliefs**. - **careful in dealing with people who forms the organization** whatever differences they might be. - **differences** - **one of the problems of the management** in the organization. How they deal with those differences where it cannot create conflict in the organization. - **can also bring achievement in the organization.** - helps the organization to **achieve their goals** through their ability, skills, and knowledge. **INDIVIDUAL DIFFERENCES** - **variations(changes) between personalities** that affect the way that people react to the same situations - a fact that no two people or individual that are exactly alike - are different not only physically but mentally - different life experiences that shaped them to become the person that they are today - different cultures and beliefs, different ideals in life **INTERACTIONIST PERSPECTIVE: THE ROLE OF FIT** - Individual differences matter in the workplace. Human beings bring in their personality, physical and mental abilities, and other stable traits to work. **TWO TYPES OF FIT** - **PERSON--ORGANIZATION FIT** - ***person's values, personality, goals,** and other **characteristics** **match those of the organization*****.** who is proactive and creative may be a great fit for a company in the high-tech - **PERSON--JOB FIT**- **person's skill, knowledge, abilities, and other characteristics match the job demands.** number of positive work attitudes such as satisfaction with the work environment, job performance **INDIVIDUAL DIFFERENCES: VALUES AND PERSONALITY** **VALUES** - **stable life goals that people have,** reflecting what is most important to them. **VALUES** - **established throughout one's life as a result of the accumulating life experiences** and tend to be relatively stable. The values that are important to people **tend to affect the types of decisions they make, how they perceive their environment, and their actual behaviors**. **VALUE ATTAINMENT** - **one reason why people stay** in a company, and when an organization does not help them attain their values, they are more likely to decide to leave if they are dissatisfied with the job itself **TERMINAL VALUES VS. INSTRUMENTAL VALUES** 1. **goals that a person would like to achieve during lifetime** a. **based on goals** b. **shared by group as a whole** c. **ex are world at peace, Social recognition** 2. **modes of behavior in achieving terminal values** d. **based on modes of behavior** e. **differ within a group** f. **ex are cheerful, honest, capable** **PERSONALITY** - **characteristic way of thinking, feeling, and behaving.** Personality embraces moods, attitudes, and opinions and is most clearly expressed in interactions with other people - **relatively stable feelings, thoughts, and behavioral patterns a person has**. Our personality **differentiates us from other people**, and understanding someone's personality **gives us clues about how that person is likely to act** and feel in a variety of situations. - describes the **unique patterns of thoughts, feelings, and behaviors** that **distinguish** a person from others. **Big 5 Personality Traits** **OPENNESS** - Being curious, original, intellectual, creative, and open to new ideas - thrive in situations that require being flexible and learning new things - highly motivated to learn new skills, and they do well in training settings **CONSCIENTIOUSNESS** - Being organized, systematic, punctual, achievement oriented, and dependable - one personality trait that uniformly predicts how high a person's performance will be, across a variety of occupations and jobs **EXTRAVERSION** - Being outgoing, talkative, sociable, and enjoying social situations - tend to be effective in jobs involving sales **AGREEABLENESS** - being affable (friendly or easy to talk with), tolerant, sensitive, trusting, kind, and warm - likeable people who **get along with others**. - **help others at work consistently**, and this helping behavior is **not dependent on being in a good mood** **NEUROTICISM** - being anxious, irritable, temperamental, and moody - tendency to have emotional adjustment problems and experience stress and depression on a habitual basis - very high in neuroticism experience a number of problems at work. - **OTHER IMPORTANT TRAITS FOR WORK BEHAVIOR** **SELF-EFFICACY** - belief that one can perform a specific task successfully - belief that we can do something is a good predictor of whether we can actually do it **SELF-ESTEEM** - degree to which a person has **overall positive feelings about his or herself or a their own qualities and characteristics**. - People with high self-esteem view themselves in a positive light, are confident, and respect themselves. On the other hand, people with low self-esteem experience high levels of self-doubt and question their self-worth **SELF-MONITORING** - extent to which a person is **capable of monitoring his or her actions and appearance in social situations** - people who are social monitors are **social chameleons who understand what the situation demands and act accordingly**, while low social monitors tend to act the way they feel **POSITIVE AND NEGATIVE AFFECTIVITY** **POSITIVE AFFECTIVE PEOPLE** - - **NEGATIVE AFFECTIVE PEOPLE** - - **OB TOOLBOX: WAYS TO BUILD YOUR SELF-CONFIDENCE** - Take a self-inventory. - Set manageable goals. - Find a mentor - Don't judge yourself by your failures - Until you can feel confident, be sure to act confident? - Know when to ignore negative advice. **OB TOOLBOX: HELP, I WORK WITH A NEGATIVE PERSON!** - Understand that you are unlikely to change someone else's personality - Keep an open mind - Set a time limit - You may also empower them to act on the negatives they mention - Ask for specifics **PROACTIVE PERSONALITY** - **person's inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems.** - **ADVANTAGES:** 1. **MORE SUCCESSFUL OVER THE COURSE OF THEIR CAREERS** - **use initiative and acquire greater understanding of the politics within the organization** 2. **VALUABLE ASSETS TO THEIR COMPANIES** - **have higher levels of performance** 3. **ADJUST TO THEIR NEW JOBS QUICKLY** - **understand the political environment better** and often make friends more quickly 4. **EAGER TO LEARN AND ENGAGE IN MANY DEVELOPMENTAL ACTIVITIES** - **improve their skills** **LOCUS OF CONTROL** - **deals with the degree to which people feel accountable for their own behaviors.** **INDIVIDUALS WITH HIGH INTERNAL LOCUS OF CONTROL BELIEVE** - they control their own destiny and what happens to them is their own doing. - feel that things happen to them because of other people, luck, or a powerful being. - Internals feel greater control over their own lives and therefore they act in ways that will increase their chances of success **EXTERNAL LOCUS OF CONTROL** - believes that they do not have control over their success or failure. - believes that they do not have control over their success or failure. - *looking for reasons to blame other people for your own problems,* **INTERNAL LOCUS OF CONTROL** - you have the power to change and improve upon your situation. - *person blaming their waiter for their steak being undercooked when, in reality, they know they didn\'t explain what they wanted clearly when they ordered* **PERCEPTION** - process with which individuals detect and interpret environmental stimuli. - we do not solely respond to the stimuli in our environment - We go beyond the information that is present in our environment, pay selective attention to some aspects of the environment, and ignore other elements that may be immediately apparent to other people - Our perception of the environment is not entirely rational. **VISUAL, PERSONAL, AND SOCIAL PERCEPTION** **VISUAL PERCEPTION** - goes beyond the physical information available to us. **SELF-PERCEPTION** - Human beings are prone to errors and biases when perceiving themselves. - This type of bias people has depended on their personality and many people suffer from self-enhancement bias - tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us. **SOCIAL PERCEPTION** - How we perceive other people in our environment is also shaped by our values, emotions, feelings, and personality **HBO 3** **EMPLOYEE MOTIVATION** - the level of commitment, drive, and creativity that your team brings with them to work every day - The level of energy, commitment, and creativity that a company\'s workers bring to their jobs. - do everything they can to get the job done, improving productivity and serving as examples for the rest of the workforce. - **Unmotivated employees do only what's necessary to get by**, and they're more likely to start looking for positions elsewhere. **CHARACTERISTICS OF MOTIVATION:** **4 IMPORTANT FEATURES OF EMPLOYEE MOTIVATION** **An Internal Feeling**. - The **urge, desires, aspirations, striving or needs of human being,** which are internal influence human behavior. **Goal Directed Behavior** - **promotion in the job may be given** to employee **with the objective of improving his performance.** **Either Positive Or Negative** - Positive motivation provides positive towards like increase in pay, promotion, recognition - Negative motivation uses negative means like punishment, stopping increments, threatening **Complex Process** - the **individuals are heterogeneous in their expectations**, perceptions and reactions, **any type of motivation may not uniform effect for all the members**. **TYPES OF MOTIVATION** **INTRINSIC MOTIVATION** - **EXTRINSIC MOTIVATION** - **MEASURING EMPLOYEE MOTIVATION** **Pulse surveys** - relatively brief set of questions sent to employees, typically using an employee engagement platform. These surveys are easy to complete and anonymous, so team members can express themselves freely. HR chatbots - Use the power of AI to give your employees a way to voice their concerns at any time. Similar to pulse surveys, HR chatbots allow anonymous input that can be shared anytime. This engages your team, and gives you access to real time feedback **5 WAYS TO IMPROVE EMPLOYEE MOTIVATION** 1\. Focus on employee engagement 2\. Build an impactful employee recognition program 3\. Offer great incentives 4\. Create a culture employees love being a part of 5\. Empower employees to succeed **6 EMPLOYEE MOTIVATIONAL THEORIES IN THE WORKPLACE**