Human Behavior Organization • Resistance to change

• Miscommunication
Notes • Lack of alignment
Takeaways:
LESSON 1: Organizational Behavior and
Culture • Culture matters
• Leadership is key
Organizational Culture Dimensions
• Change is possible
• Power Distance – inequality in people
with power and without
LESSON 2: Organizational Systems
• Individualism vs. Collectivism – the
degree of importance placed on individual Importance
vs. groyp interest (personal goals vs.
group harmony) • Efficiency and productivity – streamline
• Uncertainty Avoidance – how workflow
comfortable is ambiguity, to do we need a • Improved communication and
strong need for rules? collaboration – facilitate collaboration
between depts.
Factors influencing organizational culture • Adaptability and Resilience –
demonstrate resilience and agility
• Leadership
• Industry Key Principles of Org System
• National culture
• Company history • Structure and Hierarchy – defines role
and responsibilities
Role of leadership in shaping culture • Communication and Coordination –
crucial in information flow and coordination
• Vision and values – give direction to
of tasks
members
• Culture and values – what are the shred
• Role modeling – do they have desired
values, norms and beliefs
behaviors
• Processes and procedures – ensure
• Reinforcing culture – do they reinforce
consistency and minimize errors
culture of reward, recognition, etc.
Role of Human Behavior in Organizational
Employee behavior depends on...
Dynamics
• Motivation
• Motivation and Engagement
• Commitment
• Decision making and Problem Solving
• Job Satisfaction
• Conflict Resolution
Organizational culture and performance • Leadership and Management

• Increased innovation – we need to Factors influencing human behavior

encourage creativity and innovation
A. Individual Factors
• Enhanced collaboration – value of
• Personality
teamwork and open communication
• Values and beliefs
• Improved efficiency – we need a culture
• Motivation and Goals
of efficiency, accountability and
• Skills and Abilities
productivity
B. Organizational Factors
Strategies for changing Organizational culture • Culture and Values
• Leadership Styles
• Communication
• Work Environment
• Leadership
• Job design and structure
• Training and development
• Rewards and recognition
Challenges in cultural change Strategies for aligning organizational system
 • Employee empowerment – empowering vary depending on the maturity and
employees with decision making authority readiness of the followers
• Training and development – investing in • Path-goal Theory - This theory focuses
employee skills and knowledge on the leader's role in clarifying paths to
• Clear communication and feedback – achieve goals and providing support to
open communication channels followers.
• Performance Management – regular • Fiedler’s Contingency Model - This
feedback and recognition model suggests that leadership
effectiveness is determined by the
interaction between the leader's style and
LESSON 3: Understanding Organizational the situation
Behavior Systems Approach to Organizational Behavior
Classical Theories of Organizational Behavior A. Inputs
• Scientific Management - This theory, – resources, information, employees
pioneered by Frederick Winslow Taylor, - feedback
aimed to improve efficiency by studying B. Process
the best way to perform tasks and - Activities, decisions, communication
standardizing work processes. - Learning, adaptation, improvement
• Administrative Management - Henri C. Outputs
Fayol developed this theory, focusing on - Products, services, outcomes
principles of management such as division - Continuous cycle
of labor, unity of command, and scalar Organizational Structure and Behavior
chain
• Bureaucracy - Max Weber's theory • Functional Structure - This structure
emphasizes a structured, hierarchical groups employees based on their
organization with clear rules, specialized functions or departments, such
procedures, and responsibilities. as marketing, finance, and production
• Early Human Relations - this theory • Divisional structure - This structure divides
shifted focus to understanding the human the organization into separate units
element in organizations, recognizing the based on products, services, or
importance of social interactions, morale, geographic regions.
and motivation. • Matrix structure - This structure combines
functional and divisional structures, creating
Behavioral Theories of Organizational Behavior a more flexible and adaptable
• Hawthorne Studies - these studies organization.
showed that human factors, such as social Leadership Styles:
interaction and employee
recognition, significantly influence • Transformational – working toward shared
productivity. vision
• Maslow’s Hierarchy of Needs - This • Transactional – focuses on exchange and
theory proposes that individuals have a rewards
hierarchy of needs, starting with basic
LESSON 4: Motivation
needs like physiological and safety needs,
and progressing to higher-level needs like Theories of Motivation
esteem and self-actualization
• Herzberg’s Two-Factor Theory - This • Maslow’s Hierarchy of Needs
1. Physiological Needs – water, food,
theory suggests that job satisfaction and
dissatisfaction are influenced by different shelter
factors: hygiene factors (extrinsic) and 2. Safety Needs – financial security and
stability
motivators (intrinsic).
3. Social Needs – love and affection
Contingency Theories of Organizational Behavior 4. Esteem Needs – confidence and
achievement
• Situational Leadership - This theory 5. Self- Actualization – purpose in life
suggests that effective leadership styles
 • Herzberg’s Two-factor theory B. Improved Quality -Well-trained employees
A. Hygiene factors (prevent produce higher quality work and contribute to
dissatisfaction) – salary, job security, better customer satisfaction.
working conditions, company policies C. Reduced Errors and Costs- Training reduces
B. Motivators (contribute satisfaction) – errors, minimizes rework, and lowers overall
operational costs.
achievement, recognition,
responsibility, advancement
Types of Training Programs
• Expectancy theory - This theory 1. On-the-Job Training - Practical training where
suggests that individuals are employees learn by directly observing and
motivated to the extent that they believe performing tasks in their work environment.
their effort will lead to desired outcomes. 2. Classroom Training - Structured sessions
delivered by instructors, often involving
1. Effort
lectures, discussions, and hands- on exercises.
2. Performance
3. E-Learning - Online training programs
3. Outcome accessed through computers or
Goal Setting Theory - This theory, proposed by mobile devices, offering flexibility and
Edwin Locke and Gary Latham, suggests that convenience.
4.Mentorship and Coaching - One-on-one
specific, challenging, and achievable goals can
guidance and support from experienced
lead to higher levels of performance.
professionals, fostering individual
• Specificity – goals should be clear development and growth.
• Challenge - goals should be challenging The Performance Appraisal Process
• Acceptance – enhance commitment and
ownership 1 Goal Setting- Establishing clear and
measurable performance objectives for
• Feedback – regular feedback enhances
the appraisal period.
motivation 2 Performance Monitoring- Regularly tracking
and documenting employee progress
A. Intrinsic Motivation - This type of towards goals.
motivation stems from internal factors 3 Feedback and Evaluation - Providing
such as satisfaction, interest, and personal constructive feedback on performance, identifying
fulfillment. strengths and areas for development.
B. Extrinsic Motivation - This type of 4 Development Planning - Creating a plan to
motivation is driven by external factors address identified development needs,
such as rewards, recognition, and social including training or mentorship.
pressure. Factors Influencing Performance Appraisal

A. Objective Criteria - Quantitative measures,

LESSON 4: Training and Performance such as sales figures, production output, or
Appraisal customer satisfaction ratings.
B. Subjective Criteria - Qualitative assessments
A. Training - The process of developing based on manager observations, peer
knowledge, skills, and abilities reviews, or employee self- evaluations.
required for effective performance. C. Performance Standards - Clearly defined
B. Performance Appraisal - A systematic expectations and benchmarks against which
evaluation of employee employee performance is measured.
performance against established D. Rater Bias - Personal preferences,
standards. prejudices, or stereotypes that can distort
performance evaluations.
C. Reward Systems - Structured programs
that provide recognition and incentives for Compensation and Reward Systems
desired behaviors and performance.
A. Base Salary- Fixed compensation paid for
The Importance of Training in Organizations performing a specific job role.
B. Incentive Pay - Variable compensation based
A. Enhanced Productivity -Training helps on performance, such as bonuses,
employees perform tasks commissions, or profit-sharing.
more efficiently and effectively. C. Career Advancement - Opportunities for
professional growth and development within the Period of conflict and tension as team members
organization. adjust to their roles and navigate differences in
D. Benefits - Non-wage compensation, including opinions and approaches.
health insurance, retirement plans,
and paid time off. 3 Norming - Team members begin to establish
norms, develop a sense of cohesion, and learn to
The Role of Incentives in Motivating Employees work together effectively.

1 Increased Motivation 4 Performing - The team operates efficiently and

effectively, achieving high levels of performance
2 Enhanced Performance and productivity.
5 Adjourning - The team disbands, often due to
3 Improved Engagement project completion or organizational restructuring.

4 Enhanced Retention
6.Traits of an effective leader

• Visionary
OTHER:
• Communicative
12.Organizational Change • Empathetic
• Resilient
• Strategic Change – vision
• People-centric – behavior 6.Leadership Style
• Structural – hierarchy
• Authoritarian – centralized decision
• Process-Oriented – work flow
making
12.Management Model • Democratic – collaboration and
participation
A. Lewin’s 3-step model – Unfreeze,
• Laissez -Faire - minimal supervision
Change, Refreeze (focus: Organizational-
level change)
B. Kotter’s 8-step process –Urgency,
Coalition, Vision, Communication,
Empowerment, Short- term Wins,
Consolidation, Anchoring (Comprehensive
organizational transformation)
C. ADKAR model - Awareness, Desire,
Knowledge, Ability, Reinforcement
(Individual-level change)
11.Effect of Stress

• Physical – fatigue, headache, muscle

tension, weakened immune system
• Emotional – depression, irritability, anger,
depression
• Behavioral – procrastination, substance
abuse, risky behaviors
• Cognitive – difficulty remembering,
focusing, deciding
10.Stages of Team Development
1 Forming -Initial stage where team members are
getting to know each other, defining roles, and
establishing basic ground rules.
2 Storming