Professional Documents
Culture Documents
Human Behavior
• Any act of an individual person which is considered human behavior is a
reflection of his thoughts, feelings, emotions, sentiments whether conscious or
not.
• It mirrors his needs, values, motivation, aspirations, conflicts and state of life.
Behavior
• Consists of all human activities.
• Human behavior occurs anywhere and everywhere
o At home
o In school
o In the work setting
o In church
o In a social clubs
o In a professional organization
The principle and concepts that underlie behavior are basic. It is their
implementation and practice that differ from group to group or from one country to
another it is known as culture-laden behavior.
Ex: the Americans offer flowers to their dead; while the Chinese placed food on top
of the tomb. Note: Reverence for dead is universal. It is how each culture manifests
it that spells the difference.
Human Behavior is also called Human Act which is different from Act of Man.
• Human Act – when man/person performs an act with free will; he is
responsible for such act which is performed with alternatives to choose
from.
• Act of Man – is performed by one who is forced to do so at the risk of his
own life, if he does otherwise; he does not have any other alternatives to
choose from.
Organizational Behavior
• The study and application of knowledge about how people as individuals and as
groups act and behave within the organization.
• It strives to identify ways in which people act more effectively.
• Provides a useful set of tools at many levels of analysis to help managers look
at the behaviour of individuals within the environment.
• It also aids them in their understanding of the complexities which affect the
interpersonal relations of the people as they interact.
Note: if you are the Manager or Boss of a company, you are held responsible for
performance results of the employees within the organization; they should be interested
in every employee’s behavior, attitude, skill development, team effort and productivity.
People
Environment Environment
Organization
Structure Technology
Environment
• Organizations are social systems for they are organized on the basis of mutual
interest.
Ex: Employer and worker relationship.
Social system
• A complex set of human relationships interacting in many and different ways.
• His behavior is influenced by the group he belongs to and by his personal
drives and aspirations.
Mutual interest
• Organization needs people and people also need organization.
• Mutual interest provides super ordinate goals for employees, for the
organization and for society.
Ethics
• It is a system of moral principles.
• The rules of conduct recognized in respect to a particular class of human actions
or a particular group.
Ex. Many companies and corporations have established codes of ethics and also
publicized statements of ethical values
o When organizational goals and actions conform with ethical standard,
organizational and social objectives are met.
There are no simple cookbook formulas for working with people. all that can be
done at present is to increase understanding and skills so that human
relationships at work can be upgraded.
1. Objectives are so widely shared by the members and there is a strong and consistent
flow of energy towards those objectives.
2. People feel free to signal their awareness of difficulties because they expect the
problems to be dealt with and they are optimistic that these problems can be solved.
5. Collaboration is freely entered into. People readily request the help of others and are
willing to give in turn. Ways of helping one another are highly developed. Individuals and
groups compete with one another, but they do so fairly and in the direction of a shared
goal.
6. When there is a crisis, the people quickly band together in work until the crisis departs.
7. Conflicts are considered important to decision making and personal growth. They are
dealt with effectively, in the open. People say what they want and expect others to do
the same.
8. There is a great deal of on-the-job learning based in the willingness to give, seek, and
use feedback and advice. People see themselves and others as capable of significant
personal growth and development.
10. Relationships are honest. People do care about one another and do not feel alone.
11. People are “turned on” and highly involved by choice. They are optimistic. The work
place is important and fun.
12. Leadership is flexible, shifting in style and person to suit the situation.
13. There is a high degree of trust among people and a sense of freedom and mutual
responsibility. People generally know what is important to the organization and what
isn’t.
17. Organizational structure, procedures, and policies are fashioned to help people get the
job done and to protect the long term health of the organization, not to give each
bureaucrats his due. These procedures are also readily changed.
18. There is a sense of order, and yet a high rate of innovation. Old methods are questioned
and often give way to new ones.
2. People in the organization see things going wrong and do nothing about it. Nobody
volunteers. Mistakes and problems are habitually hidden or shelved. People treat each
other in a formal and polite manner that masks issues – especially with the boss. Non
conformity is frowned upon. People talk about office troubles at home or in the halls, not
with those involved.
3. People at the top try to control as many decisions as possible. They become
bottlenecks, and make decisions with inadequate information and advice. People
complain about manager’s irrational decisions.
4. Managers feel alone in trying to get things done. Somehow, orders, policies and
procedures do not get carried out as intended.
5. The judgement of people lower down in the organization is not respected outside the
narrow limits of their jobs.
7. People compete when they need to collaborate. They are very jealous of their area of
responsibility. Seeking or accepting help is un-thoughtful. They distrust each other’s
motives and speak poorly of one another; the manager tolerates this.
10. Learning is difficult. People don’t approach their peers to learn for them, but have to
learn from their own mistakes; they reflect the experience of others. They get little
feedback on performance, ad much of that is not helpful.
12. Relationships are contaminated by marksmanship and image building. People feel alone
and lack concern for one another. There is an undercurrent of fear.
13. People feel locked into their jobs. They feel stale and bored but constrained by the need
for security. Their behavior, for example, in staff meetings, is listless and docile. It’s not
much fun. They got their kicks elsewhere.
19. Organizational structure, policies, and procedures encumber the organization. People
take refuge in policies and procedures, and play games with organizational structure.
20. Traditional.
22. People swallow their frustrations: “I can do nothing. It’s their responsibility to save the
ship.”