BA- Human Behavior

Overview of Human Behavior

Organizational Behavior – The study of individual behavior and group dynamics in
organizations

Organizational Behavior
INDIVIDUALS GROUPS Structure
Culture
 Personality  Job Satisfaction  Group Dynamics  Power and Politics
Change
 Perception  Learning  Group Conflicts
Development
 Attitudes  Values  Communication
 Motivation  Leadership

Open Systems View of Organization

STRUCTURE TECHNOLOGY PEOPLE (Actors) TASK

Task Environment: Outputs: Organizational Boundary Inputs:

 Competitors  Products  Material
 Unions  Services  Capital Human
 Regulatory agencies
 Clients

FORMAL AND INFORMAL ELEMENTS OF ORGANIZATIONS

Formal Organization (overt)- the official legitimate, and most visible of the system
 Goals & Objectives  Financial Resources  Product and
 Policies & Procedures  Authority Structure Services
 Job Descriptions  Communication Channels

Informal Organization (covert) - the unofficial and less visible part of the system
 Beliefs & Assumptions  Feelings such as fear or joy  Informal Leaders
 Perception & Attitudes  Anger, Trust & Hope
 Values  Group Norms

PERSONALITY, PERCEPTION, & ATTRIBUTION

Variables Influencing Individual Behavior
 Interactional Psychology Approach
The Person The Environment
 Skills  Organization
 Personality  Work Group
 Perception  Job
 Attribution  Personal Life
 Attitudes
 Values
 Ethics

Behavior
B = f (P,E)

Definition of Personality
Personality – A relatively stable set of characteristics that influences of
individual’s behavior

Hofstede’s study:
Six Dimensions
 Power distance  Uncertainty Avoidance-
 Individualism-Collectivism acceptance
 Masculinity/Femininity  Long-term vs. Short-term
 Indulgence vs. Restraint

Filipino Work Values

Power Distance
 Extent to which the less powerful members of institutions and
organizations expect and accept that power is distributed unequally.
 Hierarchical order
 Individualism-Collectivism
 People’s self-image (bayanihan, utang na loob, hiya, ang pakikisama)

Masculinity/Femininity
The fundamental issue here is what motivates people, wannnn best
(Masculine) or liking what you do (Feminine).
Uncertainty Avoidance
 Extent to which the members of a culture feel threatened by
ambiguity/unknown situations
 Filipino scored low in UAI
 Deviance from flexible, precision and punctuality do not come naturally
 “Bahala na” orientation
Long-term Orientation
 Philippines scored low on this dimension
 Impatient for achieving quick results
 Rewards and compensations
Indulgence vs. Restraint
- Filipinos are more on restraint thing because they do not show off
their achievements whatsoever for the reason of afraid to be
judged.

The MBTI / Myers-Briggs Type Indicator

A personality test developed by Katharine Cook Briggs and her daughter

Isabel Briggs Myers during World War 2
 Different from other personality tests because they classifying people’s
preferred types.
 According to Myers-Briggs Theory, while types and traits are both
inborn, traits can be improved akin to skills, whereas types, if
supported by a healthy environment, naturally differentiate over time.

The MBTI is based on Carl Jung’s Theory of Psychological Types and it

reports your preferences on four scales:
  No right or wrong to these preferences
 Simple produce different kinds of people who are interested in different
things, who are drawn to different fields and often find it hard to
understand each other.
 People with preferences opposite than yours tend to be opposite to you
in many ways. Each type has its own set of inherent strengths and areas
of improvement.
 Preference? Analogy of Right-or-Left ajfinvjeojf
 All of us use both hands all the time, ajfinvjeojf prefer over the other

Where do you prefer to focus your attention?

The Outer or Inner World?

EXTRAVERSION (E)
Extraversion INTROVERSION (I)
 Focus on the other world of people and  Focus on your own inner world
the external environment  Energized by what goes on in your inner
 Energized by what goes on the outer world and this is where you tend to
world and you tend to direct your own direct your own energy.
energy  Like and comfortable with activities that
 Communicate more by talking than take place quietly inside their heads.
writing.  Thinking before doing Understand the
 Action oriented. Experience the world in world before experiencing it.
order to understand it.

In WORK SITUATIONS

EXTRAVERTS
 Like variety and action
 Are often good at greeting people
 INTROVERTS
 Like quiet for concentration
 Have trouble remembering names and faces
 Can work on one project for a long time without interruption
 Are interested in the idea behind the job
 Dislike telephone interruptions
 Think before they act, sometimes without acting
 Work alone contentedly
 May prefer communications to be ajfinvjeojf
 May prefer How
to learn by reading
Do You ajfinvjeojf
Perceive or Acquireexperiencing
Information?

SENSING (S) - what is happening INTUTION (I) – what could possible happen
Extraversion  BEYOND the information from your
 SENSES: Eyes, ears, and other senses tell you senses: meaning and relationships
what is actually there and happening, both  Look at the big picture and tries to
inside and outside of yourself grasp the essential patterns
 Realities of the situation  New possibilities and ways of doing it
 Here and Now: Realistic and Practical  Value imagination and inspiration
 Good at remembering and working with a
great number of facts

In WORK SITUATIONS

SENSING TYPES
 Are aware of the uniqueness of each event
 Focus on what works now
 Like an established way of doing things
 Enjoy applying what they have learned
 Work steadily with a realistic idea of how it will take
 Usually reach a conclusion step by step
 Are not often inspired, and may not trust the inspiration when they are
 INTROVERTS
 Are aware of new challenges and possibilities
 Focus on how things could be improved
 Dislike doing the same thing repeatedly
 Enjoy learning new skills
 Work in burets of energy powered by enthusiasm with slack periods in between
 May leap to a conclusion quickly
 Follow their inspirations and hunches
 May get their facts a bit wrong
 Dislike talking for precisions
 Can over-complexify a task
 Ask why things are they are
How Do You Make Decisions and Judgments?

THINKING (T) FEELING (F)

Extraversion  What is important to you or to other
 Predicts the logical consequences of any people (without requiring it to be
particular action or choices logical)
 OBJECTIVES: causes and effects, analyzing and  You ask how much you care, or how
weighing the evidence, even including the much personal investments you have,
unpleasant facts for each of the ajfinvjeojf
 Seek objectives standard of truth  Sympathetics, appr ajfinvjeojf tactful
 Good at analyzing what is wrong with  Based decisions or values
something  Your feelings or emotions


In WORK SITUATIONS

THINKING TYPES
 Are good at putting things in logical order
 Responds more to people’s ideas than their feelings
 Anticipate or predict logical outcomes of choices
 Need to be treated fairly
 Tend to be firm and tough-minded
  Are able to reprimand or fire the people when necessary

FEELING TYPES
 Like harmony and will work to make it happen
 Responds to people’s values as much as to their thoughts
 Are good at seeing the effects of choices on people
 Need occasional praise
 Tend to be sympathetic
 Dislike telling people unpleasant things
 Enjoy pleasing people
 Take an interest in person behind ajfinvjeojf

How Do You Orient Toward The Other World?

Your lifestyle with other world.

JUDGMENT (J)
PERCEPTION (P)
Extraversion
 Like to like in a flexible spontaneous
 Tend to live in a planned, orderly way,
way
wanting to regulate life and control it
 You gather information and you keep
 Like to make decisions, come to a closure,
your options open
and then carry on
 Seek to understand and control it
 Prefer to be structured, organize, and
 Prefer open to stay ajfinvjeojf enjoying
want things settles
 Does NOT mean judgmental (any type can and trusting ajfinvjeof adapt to the
be judgmental!) moment ajfinvjeojf

In WORK SITUATIONS

JUDGING TYPES
 Work best when they can plan their work and blow the plan
 Like to get things settles and finished
 PERCEPTIVE TYPES
 Do not mind leaving things open for a last-minute changes
 Adopt all to changing situations
 May have trouble decisions, feeling like they never have enough information
 May start too many projects and have difficulty in finishing them
 May postpone unpleasant jobs
 Want to know all about a new job
 Get a lot accomplished at the last ajfinvjeona deadline
 Use lists as reminder all the time ajfinvjeojf

What is my Type?
Your “type” is the combination and interaction of the four preferences
that you choose when you completed the MBTI.

Is this really me?

Only YOU know your true preference and, therefore, only you can say what
type you are. If you feel that no one description seems to fit you best, THAT IS
FINE. Just narrow it down as much as possible. Many individual differences
among people that are not explained by type

BIG FIVE PERSONALITY TRAITS - OCEANN

Extraversion Gregarious, assertive, sociable
Agreeableness Cooperative, warm, agreeable
Conscientiousness Hardworking, organized, dependable
Emotional stability Calm, self-confident, cool
Openness to Experience Creative, curious, cultured

BIG FIVE PERSONALITY TRAITS

EXTRAVERSION – Happier, satisfied with relationships, less likely to be
depressed.
AGREEABLENESS – Less likely to have heart disease, more likely to have
positive leadership style
CONSCIENCTIOUSNESS – Healthier, enjoy greater occupational success
EMOTIONAL STABILITY – Greater job satisfaction, commitment, and
occupational success
OPENNESS TO EXPERIENCE – Choose occupations involve creativity and
artistry, may be tempted to try substance use

Personality Characteristics in Organizations

Locus of Control
INTERNAL EXTERNAL
“I control what happens to me!” “People and circumstances control my fate!”

- Responsible Person - Victim Person

INTERNALS – have higher job satisfaction, are more likely to assume managerial
positions, prefer participative management, have higher work motivation, hold stronger
belief that efforts lead to performance, receive higher salaries, and display less anxiety
than externals. Will not react well to being closely supervised

EXTERNALS – prefer more structured work setting and may be more reluctant to
participate in decision making – tend to blame others
Personality Characteristics in Organizations

Self-Efficacy – belief and expectations about one’s ability to accomplish a specific task
effectively
Sources of self-Efficacy
 Prior experiences
 Behavior models (observing success)
 Persuasion
 Assessment of current physical & emotional capabilities

Self-Esteem
Behavior based on cues from people and situations
High self monitors
  Flexible: adjust behavior according to the situation and the behavior
of others – FRIENDLY WITH PEOPLE
 Can appear unpredictable & inconsistent
Low self monitors
 Act from internal states rather than from situational cues
 Show consistency
 Less likely to re work group no supervisory fejfinvjeojf

POSITIVE AFFECT- An individual’s tendency to accentuate the positive aspects of

oneself, other people, and the world in general
NEGATIVE AFFECT – An individual’s tendency to accentuate the negative aspects to
oneself, other people, and the world in general
MACHIAVELLIANISM
 A personality trait involving willingness to manipulate others for one’s
own (selfish) purpose.
Do whatever it takes to get your way.
 Machiavellian tactics:
 Neglecting to share important information (e.g., claiming to
“forget” to tell you about key meetings and assignments)
 Finding subtle ways of making you look bad to management
(e.g., damming you with faint praise)
 Failing to meet obligations (e.g., not holding upon joint
projects, thereby causing you to look bjfinvjeojf
 Spreading false rumors about you (e.g., making jokes about you that
embarrass you in front of others)

NARCISSISM
 Exploitativeness / Entitlement: I deserve respect, and insist you give it to me
 Leadership / Authority: I love to be the center of attention
 Superiority / Arrogance: I am better than others
 Self-absorption / Self-Admiration: I truly am extraordinary and special
 SOCIAL PERCEPTION
 The process of interpreting information about another person
 Three categories of factors influences our perception of another person:
- Characteristics of ourselves, as perceivers
- Characteristics of the target person we are perceiving
- Characteristics of the situation in which the interaction takes place

Social Perception – interpreting information about another person

Perceiver Characteristics Target Characteristics Situational
Characteristics
 Familiarity with target  Physical appearance  Interaction context
 Attitudes/Mood  Verbal communication  Strength of situational
 Self-Concept  Nonverbal communication cues
 Cognitive structure  Intentions
Barriers to Social Perception
 Selective Perception- select things you want to believe
 Stereotyping
 First-impression errors
 Projection – Feeling maayu is a projection, if we think that person is good,
feling nato pamaymay na siya,because we feel we are not good enough
 Self-fulfilling prophecies – EX. If Accountancy ka dapat mas palisudon pa
imo mga buhaton ky bright ka or something
Attribution Theory
Attribution – explains how individuals pinpoint the causes of the behavior of
themselves or others
Information cues for attribution information gathering consensus
 Consensus
 Distinctiveness
 Consistency

Explaining the behavior of others

Information cues for attribution information gathering consensus
 Consensus – the extent to which peers in the same situation behave the
same way (within task comparison)
 Distinctiveness – degree to which the person heaves in the same way in
other situations (between task comparison)
  Consistency – the frequency of a particular behavior over time

Attributions of the causes of behavior in yourself

 Internal – Ability and Effort
 External – difficulty and luck

Two Types of Attribution Errors

 Fundamental attribution errors – Tendency to make attributions to internal

causes when focusing on someone’s else’s behavior
 Self-servicing bias – Tendency to blame others for a person’s own failures
associated with poor performance

SUPPLEMENTARY LESSONS FOR CHAPTER 2

BELIEFS, MENTAL MODELS, ESSENCE QUALITIES, AND PARADIGM SHIFT

Belief Systems
Our choices and reactions to different situations are influenced by our
paradigms. Paradigms are beliefs, habits, thought patterns that we acquired
through our experiences.
 The power of beliefs
The mind cannot tell the difference between beliefs versus
imagination.

Essence Qualities
Essence - Is a man’s deepest truth made up of his inherent goodness and
positive values such as honesty, integrity, compassion, joyful service,
determination, faithfulness, agape and love.
 The Power of POSITIVE EMOTIONS
Experiences of Positivity

 A person who is mentally healthy think more positively and experience more
positive emotions than negative emotions. They consistently think good and
feel good.
 Negativity are important too for survival and adaptation but positivity has
benefits too.
OPTIMISM
 Optimists are people who expect good things to happen to them; pessimists
are people who expect bad things to happen to them.
 Seligman invites pessimists to learn to be optimists being mindful about the
way they think about events and by “learning” optimism.
 NEGATIVE EMOTION POSITIVE EMOTION
Example Anger, fear, disgust, sadness Joy, happiness, love, hope
Message Something is wrong Everything is fine
Impulse Wanting to escape, hide, attack Wanting to play, explore, socialize
Options Few, narrow options aimed at keeping us A lot of options aimed at letting us
safe grow
Consequenc Narrow a person’s options and abilities Broaden a person’s options and
e of how they can deal with a situation abilities of how they can deal with a
situation

The benefits of positive emotions don’t stop after a few minutes of good
feelings subside. In fact, the biggest benefit that positive emotions provide is an
enhanced ability to build skills and develop resources for use later in life.
--- Barbara Fredrickson ---
Really neat research shows doctors make better medical decisions when they’re given a bag of
candy—a really small way of inducing positive emotions.

BENEFITS OF POSITIVITY
 Increased life span
 Lower rates of depression
 Lower rates of distress
 Greater resistance to common cold
 Better psychological & physical well-being
 Reduced risk of cardiovascular disease
 Better coping skills during hardships & stress

How we can increase positive emotions:

1. Cultivating gratitude & forgiveness
2. By savouring and mindfulness,
3. By building hope and optimism.

PARADIGM SHIFTS
Seeing things from another point of view can make such a difference in our
attitude towards others.
Paradigms of Self
Are your paradigms of yourself helping or hindering you?
Paradigms of Others
Are your paradigms of your group mates helping the community or hindering the
community?
Paradigms of being a member of this community
Are your paradigms about being a member of this community helping or
hindering you?
Paradigms of Life
Are your paradigms in life helping or hindering you the community?

MINDSET
Mindsets are beliefs — beliefs about yourself and your most basic qualities.
Think about your intelligence, your talents, your personality. Are these qualities
simply fixed traits, carved in stone and that’s that? Or are they things you can
cultivate throughout your life?
FIXED MINDSET
People with a fixed mindset believe that their traits are just givens. They have a
certain amount of brains and talent and nothing can change that. If they have a
lot, they’re all set, but if they don ’t... So people in this mindset worry about
their traits and how adequate they are. They have something to prove to
themselves and others.

“This growth mindset is based on the belief that your basic qualities are things you can
cultivate through your efforts.”
“No matter what your ability is, effort is what ignites that ability and turns into
accomplishment.”
“…our studies show that teaching people to have a growth mind-set, which encourages a
focus on effort rather than on intelligence or talent, helps make them into high achievers
in school and in life”
--- Carol Dweck, Mindset ---
FIXED MINDSET GROWTH MINDSET
 Something you’re born SKILLS  Come from hard work
with  Can always improve
 Fixed
 Something to avoid CHALLENGES  Should be embraced
 Could reveal lack of skills  An opportunity to grow
 Tend to give up easily  More persistant
 Unnecessary EFFORT  Essential
 Something you do when  A path to mastery
you are not good enough
 Get defensive FEEDBACK  Useful
 Take it personal  Something to learn from
 Identify areas to improve
 Blame others SETBACKS  Use as a wake-up call to work
 Get discouraged harder next time

BA RECITATION
Possible questions:
1. Cite organizational problems/issues that is explained by Open systems
view of organizations.
- The net income of ABC Company has been falling in recent months.
They just laid off 30% of employees due to a cash crisis, as well as some
expenses and debts. What could the issue be?
ANSWER: The problem of ABC's company in terms of Open Systems
View of Organization could be the Structure of Clients and Unions.
Perhaps the ABC company is having trouble negotiating or obtaining
clients, and the Union does not have groups of workers who have
banded together to achieve a better deal at work. Secondly, there
could be a problem with products and services in technology, where
they do not have the best items and services that the client wants. It
could also be the PEOPLE whose employees are not motivated and
working hard enough. Lastly, it could be the Human capital, likewise in
the Union wherein their people is a lack in knowledge and skills to
make the company successful.
2. What is the role of informal organization towards organizational
development?
- The role of informal organization towards organizational
development is basically, to preserve people's cultural values. People
experience a sense of connection when they can socially associate
with one another. As just a result, another purpose of informal
groups is to bring social fulfillment to their members.

3. In some of the dimensions of filipino work values as explained by

Hofstede’s study, what are some of the consequences of these values in
the filipino work setting?
- The consequence of these values in the Filipino work setting, just like
in individualism-collectivism is that Filipino are fearful of being
judged thus, their treatment of their co-workers or employers must
be decent, or to put it another way, they are being influenced by
how they behave in any situation. Also, Filipinos in this generation
are more focused on the Masculinity part of a person rather than
being Femininity due to what we called “doing what is supposed to
be done, being objectives, and trying to do things on point”ky ang
mga babae sauna, girly kaau like they do not work on the works of
men, but in this generation, murag equal na because you don’t
 have a choice. and to pursue this further sir, Filipinos tolerate
uncertainty and this“Bahala Na” orientation wherein Filipino
sometimes do not put forth much effort on their task or work
because of “Bahala Na” and also in the workplace, having a
Filipino-time is a significant disadvantage especially kung nay
meetings in a firm. Lastly, sir, Filipinos are in "short-term orientation"
because they are focused on the results and do not have the
patience to go through "long-term orientation." Therefore, for me
sir, sometimes dli nila makuha ang other opportunities to that
specific goal because of “Short-Term Orientation”
4. Cite opportunities, developments or issues encountered among
companies in the Philippines or abroad on workplace diversity.
One of the issues encountered among companies in the Philippines or
abroad on workplace diversity is that some employees are far less
inclined to speak up due to their social status in the workplace, the fact
that some are new to the firm or have a minor role, and so on.
Furthermore, ethnic or non-ethnic people who work in a different culture
are more prone to be stereotyped.
- However, if we talked about opportunities for workplace diversity,
employees would have the potential for professional advancement
in an environment where colleagues respect one other's various
cultures, opinions, and experiences.
5. Share your assessment of your own core self-evaluation (concerned with
people’s locus of control, self-esteem, generalized self-efficacy, and
emotional stability), which aspect of your personality would give you an
edge in the workplace and which aspect you would like to improve on?
Cite activities that would help enhance these.
- The result of my assessment for the locus of control is that I am an internal
person with a stronger belief that hard work pays off. In general, I believe
that my success or failure in the workplace is a result of the effort and hard
work I put in. I am a high self-monitor in the sense that I am adaptable
and alter my conduct in response to the situation and the behavior of
those around me.
- So the aspect of personality that would give me an edge in the workplace
is not being extraverted, which causes me to be unhappy and dissatisfied
with my relationships. Unfortunately, I am not efficient at maintaining
strong relationships with others since I have a phobia of connecting with
people, which causes me worry and discomfort. I am also more prone to
 be depressed. I put a lot of pressure on myself in small things. So this
component of not being extraverted is something I'd like to focus on
since it is more essential to be mentally healthy and have a healthy
relationship at work than to have more enemies and so.
6. Describe your personality using your MBTI results, if you are an
immediate superior of an someone who has an entirely opposite
personality with you, how would you handle him/her?  (ESTJ counterpart
is INFP).
- If I am an immediate superior of someone with an altogether different
personality than me, because I'm an introvert, I will utilize my
communication abilities to talk with her in the same way she interacts with
me. Second, because I am an intuitive person who prefers quick
conversation with significance rather than being sensing, when I
encounter someone with a sensing personality, I will respond with precise
phrases while adding a little general. Third, I make decisions critically, so I
base my decisions on facts and rational thought rather than emotion. If I
encounter someone who makes decisions based on feelings, I will
sympathize with him or her, but I will understand him or her based on my
perspective and whether the decision is precise or has evidence. Last but
not least, I prefer the judging lifestyle because I prefer things to be
determined, therefore if I encounter someone with the perceiving lifestyle,
I will be more understanding of how she/he takes in information, but I will
create an opinion based on what she has shown me.
7. Cite a specific situation of how social perception takes place at work, at
home, or at school, in politics, or in business, in the virtual or physical
environments, cite some results.
- The scenario of how social perception takes place in the physical
environment would be a woman talking to a man about livelihood
programs. The woman targeted the characteristics of a man such as
physical appearance in the way he dresses like a low-class man, the way
he talks like an also low-class citizen, and his intention thinking that his
intention is looking for a job, as a result, by her interpretation about that
person, she did not know that the man was a mayor in the city and he was
simply about livelihood program to ensure that the program is well
known to the community.
8. Give actual experiences of barriers to social perception and what were
the consequences.
- The actual experiences of social perception barriers include people's
tendency to stereotype people, particularly those who have a different
culture and values than them. A person's physical appearance and verbal
communication are used to make a judgment. I have a Muslim
acquaintance whom I criticize based on my presumptions of Muslims as
dangerous and violent. I'm nervous because of the manner he spoke,
knowing that "Bisaya" is not his native tongue, as well as his facial
expression. So I just spoke to him a little and asked him a harsh question
about their culture and religion. As a result of my actions, we ended up
with hostility and ill judgment in our friendship.
9. Explain Attribution Theory in your own words.
- Attribution theory, in my viewpoint, tries to explain some of the causes of
our behavior. You want to be able to understand the reasons for your acts
as well as the reasons for other people's actions.
- When trying to interpret and evaluate the origins of our own conduct as
opposed to analyzing the causes of others' behaviors, we prefer to be
kind and compassionate.
10. Cite situations when you or a person you know unintentionally made
attributional biases, what were the consequences.
- A case of the self-serving bias in which I have a friend who blamed others
after failing a Science Exam; she cried and told her friends, including me,
that it was the other person who gave the incorrect instructions that
caused her to fail the exam, when in fact, it was she who did not
understand the instructions correctly. As a consequence of her actions,
she started a fight with the other person, causing them a lot of trouble
with the teacher.
11. How should we properly explain behaviors at work?
- Behavior refers to how someone acts, and in the workplace, it refers to
how someone SHOULD act. The person or employee must understand his
position and how he should behave ethically in an organization,
particularly his personality, perspective, and cultural sensitivity.