HBO (Prelims) ˚˖𓍢ִ໋🦢˚

ORGANIZATIONAL BEHAVIOR

• study of human behavior in organizational settings

• involves understanding, predicting, and managing human behavior to enhance individual and oraganizational performance

• draws from various disciplines, including psychology, sociology and economics

DEFINITION AND IMPORTANCE OF ORGANIZATIONAL BEHAVIOR

• defined as the systematic study and application of knowledge about how individuals and groups act within organizations

• crucial because it helps managers understand and predict employee behavior

INDIVIDUAL IN ORGANIZATIONS

factors that influence individual performance and behavior.

INDIVIDUALS IN ORGANIZATION

• Personality

• Attitude

• Perception

• Learning

• Motivation

Personality

Refers to the unique and relatively stable patterns of behavior shown by an individual.

Attitude

An intention to behave in a certain way toward someone or something.

Perception

how people interpret and understand situations around them

Learning

the process of gaining new knowledge, skills, or experience.

Motivation

the reason why a person works hard and does their best.

GROUPS IN ORGANIZATIONS

examines how group behavior effects organization effectiveness.

GROUPS IN ORGANIZATIONS

• Group Dynamic

• Communication

• Leadership

• Power

Group Dynamic

interaction and behavior between member of a group.

Communication

process of sharing information, ideas, or messages with others.

Leadership

ability to guide, influence, and motivate others to achieve a common goal.

Power

ability to influence others, while politics involves the use power within an organization to achieve personal ororaganization goals.

ORGANIZATION STUCTURE

It loooks at how organizations are designed and how they operate.

ORGANIZATIONAL STUCTURES

• Organizational Culture

• Organizational Structure

• Change and Development

Organizational Culture

shared values, beliefs, and norm that influence how employes have within an organization.

Organizational Structure

how work is divided and who is responsible for each task.

Change and Development

adapting organizational process, stuctures, and culture to improve performance and respond to external pressure.

Historical Development

• Early 20th Century: Scienctific management by Fredrick Taylor

• 1920s - 1930s: The Hawthome Studies

• Pots - World War ll: Human Relations Movement and Behavioral Science

• Late 20th Century: Expansion into Organization Culture, Leadership, and Change Management

• 21st Century: Contemporary Trends and Challenges

Early 20th Century: Scienctific management by Fredrick Taylor

his approach, often reffered to as “Taylorism”, focused on impoving economic efficiency and labor productive throught systematic observeation and mesurement.

1920s - 1930s: The Hawthome Studies

• conducted at the Western Electric Hawthome Work in Chicago

• social and psychological factors, such as feeling valued and part of a team, had a greater impact on productivity that physical condition.

Pots - World War ll: Human Relations Movement and Behavioral Science

• gained prominence, emphasize the importance of human needs and relationship in the workplace.

• integration of insights from psychology and sociology into OB , focusing on motivation, leadership, group dynamics, and organizational structure.

Late 20th Century: Expansion into Organization Culture, Leadership, and Change Management

researcher practitioners began to recognize the important of aligning organizational values and culture with business strategies, and they explored various leadeship styles and their impact on organizational.

21st Century: Contemporary Trends and Challenges

• incorporating new research and adapting to changing organizational landscapes.

• include a focus on employee well-being, diversity and inclusion, remote work and t he impact of technology on work practices.

CURRENT TRENDS AND CHALLENGES IN ORGANIZATIONAL BEHAVIOR

• increase focus on employee well-being and mental health, recognizing their impact on prodactivity and job satisfication.

• The rise of remote and hybird work model

EMPLOYEE WELL-BEING AND MENTAL HEALTH

Companies like google and Microsoft have implemented mindfulness programs

Diversity, EQUITY, AND INCLUSION

creating diverse and inclusive workplace that respect and value differences.

REMOTE AND HYBrid WORK MODELS

allowing employees to work from anywhere, implementing policies and providing technology support to ensure business continuity and employee safety.

TECHNOLOGICAL ADVANCEMENT AND DIGITAL TRASFORMATION

such as AI and Digital platforms, are reshaping how work is performed and managed.

ETHICAL BEHAVIOR AND CORPORATED SOCIAL RESPONSIBILITY

growing global and local scrutiny on organizational ethics and Corporate Social Responsibility (CSR)

LEADERSHIP IN TIMES OF UNCERTAINLY

navigating economic uncertainties and managing organizational change effectively.

GLOBALIZATION AND CROSS-CULTURAL MANAGEMENT

navigate cultural differences and diverse business practice in international market.

AGILE AND ADAPTIVE ORAGANIZATIONAL STUCTURES

adopting agile methodologies to reponse quikly to market changes.

Individual Behavior and Diversity in organization

• fosters productive workplaces.

• enhance creativity and problem-solving

• Diversity

• minimizes conflicts and maximizes collaboration

• embracing diversity adapt to global markets

Fundamental Drivers

Personality, attitudes, and values are key to shaping an individual’s workplace behavior

Personality

Traits that influence how employees interaction and tasks approaches

Attitudes

Reflect feelings about job, colleagues, and organization, impacting motivation and performance

Values

Guide actions and decisions, aligning with organizational culture and goals

Impact

Understanding these elements enables the Managers to tailor their leadership strategies

Personality and Big Five Models

stable combination of individual thoughts, emotions,
and behaviors that shape a person's unique character and influence
how they interact with others and their environment.

Big Five Models

• Openness to experience

• Conscientious

• Extraversion

• Agreeableness

• Neuroticism

Openness to Experience

Refers degree of curiosity, creativity, preference for novelty

Conscietious

Indicates degree of organization, dependability, and discipline

Extraversion

Represents sociability, assertiveness, and energetic nature

Agreeableness

Involves being compassionate, cooperative, and trusting

Neuroticism

Refers to emotional instability and tendency to experience negative emotions

ATTITUDES & JOB SATISFACTION

Attitude is an evaluative statement or judgement. They encompassed beliefs
(cognitive), feelings (affective), and intended actions (behavior)

Components of Attitudes and Job Satisfaction

• Job Satisfaction

• Organizational Commitment

• Employee Engagement

• Managerial Influence

Job Satisfaction

Refers to how content the employee is with their job.

Organizational Commitment

Level of attachment & loyalty of an employee feels towards their organization.

Employee Engagement

Enthusiasm & willingness to invest discretionary effort.

Managerial Influence

Managers can shape attitudes via positive reinforcement, a supportive environment, and addressing employee graveness.

Workplace Values

Deeply held beliefs that guide behavior, decision-making, and alignment with organization goals

• Instrumental Values

• Terminal Values

• Organizational Alignment

Instrumental Values

how we achieve our end goals, such as hardwork, honesty, and responsibility.

Terminal Values

represent the end goals of a person's life, such as happiness, self-respect, and a sense of accomplishment.

Organizational Alignment

Employees with aligned values shows Increased motivation and commitment

Perception and Attribution in Workplace

• Perception

• Attribution

• Misunderstandings and Biases

• Awareness

Perception

process of selecting, organizing, and interpreting information to make sense of the environment.

Attribution

explains the causes behind behaviors and events to shape workplace interaction.

Misunderstandings and Biases

can lead to conflicts and decreased morale

Awareness

improves communication, reduces the reduces misjudgment and foster harmony.

Perception and Key Aspect of Perception

subjective process where individual select organized and interprets sensory information to make sense of their workplace

• Selective Perception

• Stereotyping

• Halo Effect

• Managerial Impact

Selective Perception

Employees focus on a specific details while ignoring others based on personal background, interest, and past experiences.

Stereotyping

Individuals assigned traits group membership which frequently leads to based on judgment.

Halo Effect

A single positive trait in an employees skews the overall perception of their competence across unrelated areas.

Managerial Impact

Managers must recognize this perceptual biases to maintain fair objective and effective decision-making.

Attribution, Primary types, and Attribution biases

explains how individuals infer the cause of behavior in events affecting how employees perceive and react to workplace

Two primary attribute

• Internal Attribution

• External Attribution

Internal Attribution

assigns the cause of behavior to personal traits or ability such as assuming a miss deadline is due to an employment lack of diligence.

External Attribution

links behavior to situational factors or external pressures, like attributing a missed deadline to a heavy workload or unexpected obstacles.

Attribution Biases can distort this judgement:

• Fundamental Attribution Error

• Self-Serving Bias

Fundamental Attribution Error

Individuals often overemphasize internal factors while underestimating external factors when judging others' performance.

Self-serving Bias

Employees tend to credit their own successes to internal hard work while blaming personal failures on external obstacles.

Managing Diversity and Inclusion

through supportive policies, leadership initiatives, and training creates an environment where all employees feel valued

Diversity

Individual differences (race, gender, age, disability, background).

Inclusion

Creating an environment where everyone feels valued and empowered.

Strategies for Managing Diversity and Inclusion

• Leadership Commitment

• Diverse Hiring Practices

• Training and Development

• Employee Resource Groups (ERGs)

• Policies and Practices

• Accountability and Measurement

Leadership Commitment

setting clear goals, articulating its importance, and allocating necessary resources.

Diverse Hiring Practices

Implementing unbiased recruitment processes

Training and Development

Offering continuous diversity training to build cultural competence

Employee Resource Groups (ERGs)

Supporting employee-led groups that provide platforms (e.g., LGBTQ+ or cultural heritage networks).

Policies and Practices

Regularly updating workplace policies to ensure equity

Accountability and Measurement

Establishing concrete metrics to track D&I progress while holding leaders accountable for promoting inclusive behaviors.