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Republic of the Philippines

CAPIZ STATE UNIVERSITY

Pontevedra, Capiz

PA 211

(Theories and Practices of Public Administration)

FRANK ANTHONY B. MAGSUCANG DR. EVELYN B. BORGONIA

MM Student Subject Professor

ORGANIZATIONAL BEHAVIOR

Organizational behavioris the study and application of knowledge about how people as individuals

and as groups act and behave within the organizations.

GOALS OF ORGANIZATIONAL BEHAVIOR

1.

To describe systematically how people behave as they interact with one another2. To understand why people behave in varied manners.

3. To predict future employee behavior so that an appropriate behavior so that an appropriate course of

action may be employed.

4. To control and develop human activity at work.

THE FOUR FORCES AFFECTING ORGANIZATIONAL BEHAVIOR

1. People. People make up the internal social system of the organization. People are the thinking, living,

and feeling being who interact as they work in an to achieve their objectives.

2.

Environment. All organizations operate with an internal and an external environment. A singleorganization does not exist alone. It is a part of bigger system that contains many other related

components, such as government, military, school, family and other organizations.

3. Technology. The use of technology has a tremendous influence on working relationship. It provides the

resources with which people work and affects the tasks they perform. The great benefit is that it allows

workers to perform mush better work.

4. Structure. The structure fundamentally defines the formal relationships and use of human resources in

an organization.

DIFFERENT MODELS OF ORGANIZATIONAL BEHAVIOR

Supportive Collegial Custodial Autocratic

Basis of Model Leadership PartnershipEconomic

ResourcesPower

Managerial

OrientationSupport Team Work Money Authority

Employee

OrientationJob Performance

Responsive

behavior

Security &

benefitsObedience

Employee

psychologicalresults

Participation Self-discipline Dependence onorganization

Dependence onboss

Employee needs

met

Status and

recognitionSelf-actualization Security Subsistence

Performance

resultsAwakened drives

Moderate

enthusiasm

Passive

cooperationMinimum

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CHARACTERISTIC OF A HEALTHY ORGANIZATION

1. Objectives are widely shared by the members and there is a strong and consistent flow of energy toward

those objectives.

2.

People feel free to signal their awareness of difficulties because they expect the problems to dealt withthey are optimistic that these problems can be solved.

3. Problems-solving is highly pragmatic. In attacking problems, people work informally and are not

preoccupied with status, territory, or second guessing what higher management will think. A great deal

of non-conforming behavior is tolerated.

4. The judgment of people lower down in the organization is respected.

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 departs7. Conflicts are considered important to decision-making and personal growth.

8. There is a great deal of on-the-job learning based on a willingness to give, seek, and use feedback and

advice.

9. Joint critique of progress is routine.

10.Relationship are honest. People do care about one another do not feel alone.

11.People are turned on and highly involved by choice. They are optimistic. The work place is important

and fun (why not?).

12.Leadership is flexible, shifting in style and person to suit the situation.

13.There is 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 isnt.

14.Risk is accepted as a condition of growth and change.

15.What can we learn from each mistake?

16.Poor performance is confronted, and a joint resolution sought.

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 bureaucrat 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.

CHARACTERISTICS OF AN UNHEALTHY ORGANIZATION

1. Little personnel investment in organizational objectives, except a top levels.

2. People in the organization see things going wrong and do nothing about it.

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 managers 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 judgment of people lower down in the organization is not respected outside the narrow limits of

their jobs.

6. Personal needs and feelings are side issues.

7. People compete when they to collaborate.

8. When there is a crisis, people withdraw or start blaming one another.

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9. Conflict is mostly covert and managed by office politics and other games, or there are interminable and

irreconcilable arguments.

10.Learning is difficult. People dont approach their peers to learnfrom them, but have to learn from their

own mistakes; they reflect the experience of others.

11.Feedback is avoided.

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 fell stale and bored but constrained by the need for security.

Their behavior, for example, in staff meetings, is listless and docile, it is not much fun. They get their

kicks elsewhere.

14.The manager is prescribing father to the organization.

15.The manager allows little freedom.

16.Minimizing risks has a very high value.

PLANNING

According to George A. Steiner, planning is a process which begins with objectives, and defines

strategies, policies and detailed plans to achieve them.

The essential nature of planning comprises four major features: (1) its contribution to purpose and

objectives, (2) its primacy among the managers tasks, (3) its pervasiveness, and (4) the efficiency of resulting

plans.

STEPS IN THE PLANNING PROCESS

According to Kinard, 1988, the following are the planning process.

1. Define planning premises.

2. Formulate company objectives and develop strategic plans.

3. Develop policies.

4. Develop implementation plans.

5. Develop controls.

6. Organize for implementation.

7. Review.

According to Zulueta et. al., 1999, a comprehensive planning process involves the following steps:

1. Be aware of opportunities.

2. Establish objectives.

3. Develop premises.

4. Determine alternatives.

5. Evaluate alternatives courses of action.

6. Select a course of action.

7. Implement the plan.

8. Evaluate.

James Stoner described the planning process as:

1. Select the goals

2. Analyze the environment.

3. Establish measurable goals.

4. Let sub-units develop their own respective plans.

5. Compare the lower-level plan with the strategic plans.

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6. Close the gap.

7. Implement the strategic plan.

BENEFITS OF PLANNING

1. Planning facilitates professional growth.

2.

Plans provide the framework for the organization.3. Plans aid in delegating authority.

4. Plans help motivate people.

5. Planning aids communication flow.

6. Planning helps shape the future.

7. Plans help monitor work.

8. Planning builds confidence.

CHARACTERISTICS OF A GOOD PLAN

1.

Objectivity. It should be factual, logical and realistic. It also be directed to achieving organizationalgoals rather than personal objectives.

2. Futurity. It must foresee with reasonable accuracy the nature of the future events affecting the

industry and the organization.

3. Flexibility. They must adjust and quickly to changing conditions without seriously losing their

effectiveness.

4. Stability. It should not be changed materially from day to day.

5. Comprehensive. It should cover everything required of people, but not in such detail that it inhibits

initiative.

6.

Simple. A simple plan seeks to attain its objective with the fewest components, forces, effects, andrelationship.

CLASSIFICATION OF PLANS

According to Kinard, 1988, plans may be classified on three bases: duration, specificity and

organizational level.

DURATION

1. Short-range plans. Those cover a period of one year or less.

2.

Medium-range plans. Those plans last for one year to five years.

3. Long-range plans. Those plans are in effect for five years or more.

SPECIFICITY OF PLANS

1. Single-use plansare predetermined courses of action developed for unique, nonrecurring situation.

2. Standing plansare predetermined courses of action developed for repetitive situations.

Various types of Single-use and Standing Plans

1. Budget. A budget is a single-use plan that commits resources to an activity over a given period.

2.

Objective. An objective, or goal, is the end toward which business activity is directed and it is a single-

use plan.

3. Policy. A policy is a general guideline that channels the decision making of subordinates. It is a standing

plan.

4. Procedure. A procedure is a standing plan that establishes a specific method for handling activities.

5. Program. A program is a composite of policies, procedures, rules, and task assignments necessary to

carry out capital and operating budgets. In general, it is a standing plan.

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6. Rule. A rule is a simplest type of standing plan. It dictates action that must or must not be taken in a

given situation.

7. Schedule. A schedule is single-use plan that commits resources (worker-hours and machine hours) to

given activity.

8. Strategy. A strategy is a single-use plan formulated I contemplation of actions that competitors may

undertake.

ORGANIZATIONAL LEVEL OF PLANS

1. Strategic Planning/ Top Management Planning.It includes the development of overall company

objectives, taking into consideration external environmental factors that affect operations on a long-

term basis.

2. Administrative or Operational Planning/ Middle management/ major functional units. It is the

process that structures a firms resources to achieve maximum performance. They concentrate on

product market aims, selection of geographic areas, and policies dealing with the major functions of

the organization(production, marketing, finance, research personnel, etc.)3. Tactical or Technical Planning/ Lower level/ supervisory management. This is concerned with the

efficient, day-to-day use of resources allocated to a department managers area of responsibility.

References:

Zulueta, F. M., De Lara, G. M. C., Nebres, A. M. 1999. Management Theories and Practices. Academic Publishing

Corporation.

Kinnard, J. 1988. Management. D. C. Health and Company