COURSE CODE: MAPRE 2

COURSE TITLE: HUMAN BEHAVIOR IN ORGANIZATION

Lecture 2 and the continuation….

At the end of the lesson, the students must be able to:

1. Analyze the rationale behind human behavior in the organizational setting.
2. Enumerate the forces of organizational behavior

A BRIEF HISTORY OF ORGANIZATIONAL BEHAVIOR

HUMAN RELATIONS APPROACH

In organizational behavior it is a management perspective that emphasizes the importance of
understanding human needs, emotions, and relationships at work in order to improve productivity and
job satisfaction.

This approach emerged in the 1930s and 1940s as a reaction to the classical management theories (like
Scientific Management by Frederick Taylor, which focused mainly on efficiency, structure, and tasks,
often ignoring the social and psychological aspects of work.

KEY IDEASS OF THE HUMAN RELATIONS APPROACH

1. People are not just “workers” but social beings.
Employees have needs beyond earning a salary – they seek recognition, belonging, and meaningful
relationships in the workplace.
2. Motivation is influenced by social and psychological factors.
Morale, group dynamics, and leadership style can significantly affect performance.
3. Communication and participation.
Open communication, employee involvement in decision-making, and supportive leadership foster
better cooperation and loyalty.
4. Informal groups are powerful.
Beyond formal organizational structures, workers form informal groups. These groups influence behavior,
attitudes, and productivity.
5. Leadership should be people-oriented
Effective leaders pay attention not only to tasks but also the emotional well-being and development of
employees.

Scientific Management by Frederick Winslow Taylor (early 1900s, popular in the 1920s) is a
management theory that emphasizes efficiency, productivity, and systematic control of work processes.
Taylor believed that work should be studied scientifically rather than left to traditional “rule of thumb”
methods.

Key Principles of Scientific Management:

1. Scientific study of work – Use time-and-motion studies to determine the most efficient way to
perform tasks.
2. Selection and training – Match workers to jobs based on skills and train them scientifically.
3. Cooperation between managers and workers – Managers plan and workers execute, reducing
conflict.
4. Division of work – Managers handle planning, workers handle execution.
Taylor’s goal was to maximize efficiency, reduce wasted effort, and increase productivity in organizations.
His ideas were widely applied in factories during the industrial era.

The Hawthorne Effect was discovered through studies led by Elton Mayo and his colleagues at the
Hawthorne Works (Chicago, 1920s–1930s).

Explanation:
The Hawthorne Effect refers to the tendency of workers to improve or change their behavior when they
know they are being observed or given special attention.
In Mayo’s experiments, researchers tried changing workplace conditions (like lighting levels, break
times, and work hours) to see how it affected productivity. Surprisingly, productivity increased regardless
of the changes made. The conclusion was that employees worked harder not because of the physical
conditions, but because they felt valued, noticed, and involved.
This discovery became a foundation of the Human Relations Movement, which emphasized the
importance of social factors, employee morale, and group dynamics in the workplace.

The Human Relations Movement emerged during the 1930s, largely influenced by Elton Mayo’s
Hawthorne Studies.

Explanation:
The movement shifted management thinking away from focusing only on efficiency, tasks, and output
(as in Frederick Taylor’s Scientific Management) and toward the human side of work—how people’s
feelings, needs, and relationships affect productivity.
Key ideas of the Human Relations Movement:
1. Social Needs Matter – Workers are motivated not just by money, but also by belonging, recognition,
and feeling valued.
2. Workplace as a Social System – Informal groups, teamwork, and friendships strongly influence
behavior.
3. Communication is Key – Open communication between workers and managers improves morale and
cooperation.
4. Leadership and Supervision – Supportive, people-oriented leadership increases job satisfaction and
productivity.
5. Motivation Beyond Pay – Job satisfaction, respect, and involvement in decision-making are crucial
motivators.
This movement laid the foundation for modern management approaches that focus on motivation,
organizational behavior, and employee engagement.
Personal Theories in Organizational Behavior (OB)
In organizational behavior (OB), personality theories help explain why people think, feel, and act
differently in the workplace. Personality refers to the unique set of traits, behaviors, and characteristics
that shape how individuals interact with others and respond to situations.
Understanding personality is important in OB because it affects:
 Job performance
 Teamwork and communication
 Leadership styles
 Motivation and satisfaction
 Conflict management

Major Personality Theories in OB:

1. Trait Theory
Suggests that personality is made up of stable traits (e.g., honesty, sociability, emotional stability).
Example in OB: Using the Big Five Personality Traits (Openness, Conscientiousness, Extraversion,
Agreeableness, Neuroticism) to predict job fit and performance.
2. Psychoanalytic Theory (Freud)
Focuses on unconscious motives and inner conflicts (id, ego, superego).
In OB: Helps explain hidden motivations, stress, and conflicts at work.
3. Humanistic Theory (Maslow, Rogers)
Emphasizes growth, self-actualization, and individual potential.
In OB: Linked to motivation theories (e.g., Maslow’s hierarchy of needs → workplace motivation).
4. Social Learning Theory (Bandura)
Personality develops through observation, imitation, and reinforcement from the environment.
In OB: Training, mentoring, and modeling behavior shape employees’ actions.
5. Type Theories (Jung, MBTI)
Classifies people into personality “types” (e.g., introvert vs. extrovert, thinker vs. feeler).
In OB: Often used in team building and leadership development.

Theory of Unconscious Motivation (1910s Sigmund Freud)

The Theory of Unconscious Motivation by Sigmund Freud is one of the foundations of psychoanalytic
theory. Freud believed that much of human behavior is influenced not by conscious thought or rational
decision-making, but by unconscious drives, desires, and memories that people are often unaware of.
In OB (Organizational Behavior) the theory helps explain why employees, managers, and leaders
sometimes act in ways they cannot fully explain or that go beyond rational decision-making. These
unconscious motives often affect workplace relationships, performance, and leadership styles.

Applications of Unconscious Motivation in OB

1. Hidden Needs Driving Work Behavior

Employees may seek recognition, approval, or power without realizing it.
Example: A worker may constantly volunteer for extra tasks, not just for promotion, but due to an
unconscious need for validation.
2. Leadership Styles
Leaders may unconsciously repeat early family dynamics.
Example: A manager who had a strict parent might unconsciously adopt an authoritarian leadership
style.
3. Conflict in the Workplace
 Disputes among coworkers may be fueled by deeper, unconscious issues (e.g., jealousy,
competition for approval, unresolved authority conflicts).
 Example: Two employees clash not only over work but also because one unconsciously resents
authority figures.
4. Defense Mechanisms at Work
 Employees use unconscious defenses to cope with stress or criticism.
Projection: Blaming other for one’s mistakes.
Rationalization: Justifying poor performance with excuses.
Denial: Refusing to accept negative feedback
5. Organizational Culture
 Shared unconscious motives shape culture. A company with high competitiveness may reflect
leaders’ unconscious drive for dominance and achievement
6. Motivation Beyond Money
 While pay is important, unconscious needs (security, belonging, recognition) often drive
employee engagement more strongly.

The Theory of Behaviorism

The Theory of Behaviorism by John B. Watson (developed in the 1910s) is one of the most influential
schools of thought in psychology. Watson is often called the “Father of Behaviorism.”

Applications of Behaviorism in Organizational Behavior

Employee Training & Learning

Employees can be trained through repetition, reinforcement, and conditioning.
Example: Training programs use demonstrations, practice, and positive feedback to develop desired skills
and behaviors.
Motivation through Rewards & Punishments
Following the stimulus–response principle, behavior can be shaped by external rewards (praise,
bonuses, promotions) or consequences (warnings, demotions).
Example: An employee who consistently meets deadlines receives recognition (positive reinforcement),
encouraging repetition of the behavior.
Performance Management
Regular feedback, reward systems, and performance appraisals apply behaviorist principles.
Example: Sales competitions encourage employees to increase performance by associating success with
tangible rewards.
Organizational Discipline
Behaviorism explains how rules, sanctions, and corrective measures shape employee conduct.
Example: Chronic tardiness can decrease when lateness is penalized, and punctuality is rewarded.
Shaping Organizational Culture
Leaders can condition desired behaviors (teamwork, innovation, responsibility) by consistently
rewarding them.
Example: A company that celebrates employee collaboration conditions workers to value teamwork.
Behavior Modification Programs
Techniques such as token systems, goal setting, and recognition programs are rooted in behaviorist
principles.
Theory of Modification

The Theory of Behavior Modification by Burrhus Frederic (B.F.) Skinner in the 1930s builds on John B.
Watson’s behaviorism but goes deeper into how reinforcement and punishment shape behavior.
Skinner is best known for his work on Operant Conditioning, which is the foundation of behavior
modification.

Applications of Behavior Modification in Organizational Behavior

1. Employee Motivation
Positive reinforcement (praise, bonuses, promotions) motivates employees to repeat desired behaviors
like punctuality, teamwork, or high performance.
Example: A salesperson who exceeds their target receives a commission, increasing the likelihood of
maintaining high sales.
2. Discipline and Performance Management
Punishment (verbal warning, suspension, loss of privileges) discourages undesirable behaviors like
absenteeism or poor performance.
Example: An employee who frequently arrives late receives a warning, which reduces lateness over time.
3. Training and Skill Development
Shaping is used to train employees by rewarding small steps toward mastering a new skill.
Example: A new employee is first reinforced for completing simple tasks correctly, then for handling
more complex responsibilities.
4. Creating Organizational Culture
 Leaders can reinforce behaviors that align with company values (e.g., collaboration, innovation,
customer service)
 Example: Publicly recognizing employees who embody teamwork reinforces a cooperative
culture.
5. Extinction of Undesired Behaviors
 Ignoring or removing reinforcement for negative behavior reduces its occurrence.
 Example: If gossip is not rewarded with attention, employees may stop engaging in it.
6. Reward Systems
 Behavior modification underlies many HR systems: performance appraisals, incentive schemes,
recognition programs.
 Example: Monthly “Employee of the Month” awards reinforce consistent good performance.

Instructions: ASYNCHRONOUS ACTIVITY

1. Kindly read and understand everything on this lecture.
2. Answer the following questions with your own words based on what you’ve read in the lecture.
Send it on the G-drive that will be provided to you. Be sure to include your full name (last name,
first name, middle initial), year and section, and course (subject).
a. In today’s workplace, what strategies can managers use to apply the principles of the Human
Relations Movement?
b. Do you agree that workers are motivated more by social needs than by money? Why or why
not? Explain your answer.
c. In Major Personality Theories, which personality traits do you think are most useful for
leaders? Why? Explain.
 d. How does unconscious motivation differ from conscious motivation in the workplace?
e. How can managers use rewards and punishments to shape employee behavior?

Deadline of submission: September 26, 2025 (Friday) until 7:00 PM. (no extension)