Human Behavior

in Organization

Christian J. Umlas

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 Table of Contents
Page

Module 1:Introduction to Human Behavior and

Organizing Structure 1
Learning Objectives 2
Lesson 1.Organizational Behavior Overview 2
Lesson 2. What is Organizational Behavior? 4
Lesson 3. Meaning of Organizational Behavior 4
Lesson 4. The Importance of Organizational Behavior 5
Lesson 5. Organizational Behavior and Management 6
Lesson 6. Organizational Behavior and the Management Process 8
Lesson 7. Organizational Behavior and the Managers Job 9
Lesson 8. Functions of Management 9
Lesson 9. Leadership Styles 12
Assessment Task 1 14
Summary 14
References 15

Module 2: People Management in the 21st Century 17

Introduction 17
Learning Objectives 18
Lesson 1. Positive and Negative Approaches to Leadership 18
Lesson 2. 10 Tips for Effective People Management 21
Lesson 3. Manager’s Roles 22
Lesson 4. Types of Managerial Skills 22
Lesson 5. Contemporary Organizational Behavior 25
Lesson 6. Contextual Perspectives on Organizational Behavior 26
Lesson 7. Systems and Situational Perspectives 27
Lesson 8. Universal Approach in Management 28
Lesson 9. Job Satisfaction and Turnover Predictor 29
Assessment Task 2 37
Summary 38
References 39

Module 3:Strategic People Management andOperations Control 33

Introduction 33
Learning Objectives 33
Lesson 1. Management Situation Theories 34
Lesson 2. Hersey and Blanchard’s Situational Leadership Theory 34
Lesson3. Four (4) Levels of Follower Maturity 35
Lesson4. Four (4) Main Leadership Approaches 35
Lesson5. Interactionalism 35
Lesson6. Managing for Effectiveness 36

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Lesson7. The Changing Environment of Organizations 36
Lesson8. Information Technology for Emerging Business Trends 36
Assessment Task 3 37
Summary 38
References 39

Module 4:The Future of Managing People in Organization 40

Introduction 40
Learning Objectives 40
Lesson1. The World of Emerging Technology 41
Lesson 2. Attitude Toward the Work Environment 41
Lesson3. Demographics 41
Lesson4. Diversity 42
Lesson5. Business Ethics 42
Lesson6. Globalization and Business 42
Lesson7. Technology and Business 43
Lesson8. New Employment Relationship 43
Assessment Task 3 44
Summary 44
References 45

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Course Code: HBO

Course Description: The careful examination and analysis of

organizational behavior includes the actions of specific members of business
establishments and groups within firms; the assembly of organizational
structures, the organization as a whole's constantly changing aspects and
different circumstances; and how all of these underlying influences
interconnect.
This course benefits students from advancing intellectual, analytical, and
individually trained execution of physical performance in multifaceted
administrations with varied labor force and human collaboration effects.
This study compares and contrasts the principles of action and response and
explores a number of topics, including individual growth and motivation,
departmentalized development and trends or processes of change and growth,
distribution of knowledge, business and leadership, culture, multiplicity,
modernization, morality, decision-making, and harmonious working
relationships in the organization.
By evaluating and reviewing practical organizational cases and debating those
analyzes and suggestions for success with fellow students and the professor
the student may develop expertise in applying those principles and theories.

Course Intended Learning Outcomes (CILO):

At the end of the course, students should be able to:
1. Analyze the essence of human personalities and actions within an
organization that understands and respects the differences between
individuals;
2. Use methods or encourage ethical conduct and the rules of good
corporate practices;
3. Exercise on-the-job social diversity that values age, gender, expertise
and religion;
4. Utilize Leadership Skills in handling people through different systems,
solving disputes, and taking decisions; and
5. Establish improvement plans for successful management of
organizational change, to be implemented by participating individuals.

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Course Requirements:
 Assessment Tasks - 60%
 Major Exams- 40%
Periodic Grade 100%

PRELIM GRADE : 60% (Activity 1) + 40% (Prelim exam)

MIDTERM GRADE : 30%(Prelim Grade) + 70 %[60% (Activity 1)
+ 40% (Midterm exam)]
FINAL GRADE : 30%(Midterm Grade) + 70 %[60% (Activity 1)
+ 40% (Final exam)]

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 MODULE 1
INTRODUCTION TO HUMAN BEHAVIOR AND
FORMING ORGANIZATIONAL STRUCTURE

Introduction

These lessons are designed to meet the educational requirements of all management
learners who are enrolled in an introductory class on human behavior in organization
(www.ccsafs.educ.uoc.gr, n.d.).

This manual provides the necessary material to create a better understanding of the
management of “people.” Students are encouraged to refine their Managerial-Leadership
skills required to address future major business problems involving severe organizational
behaviors (www.ccsafs.educ.uoc.gr, n.d.).

The topics to be discussed are comprehensive and relevant to current organizational

issues and concerns which in our modern age lead to competitive advantage. This section
illustrates human behavior concepts and backgrounds within an organization
(www.ccsafs.educ.uoc.gr, n.d.).

(1) The aim of this material is to equip students with proven concepts that emphasize
practical and hypothetical use through a variety of class activities (exercises).

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 Learning Outcomes

At the end of this module, students should be able to:

1. Identify and describe the administrative functions and account for the conceptual relation
to the organizational actions;
2. To clearly delineate the critical role of systematic and coordinated behavior, coordinate
operation effectively in the efficient “control” management and “regulation” of
organizational acts;
3. Prove a thorough understanding of the organizational actions and experience;
4. Study, interpret and measure information about human behavior collaboratively and
spontaneously from a wide range of sources;
5. To analyze the systems, cases and problems of organization, apply contemporary
concepts, values and models;
6. Convey their behavioral research results clearly and efficiently using a variety of media
and technology channels;
7. Assess the value of a number of ways of evaluating organizational behavior; and
8. Study and suggest approaches that have addressed key management issues relevant to
human behavior.

Lesson 1. Organizational Behavior Overview(www.docstoc.com, n.d.)

Shift (change) is inexorable, and we cannot avoid it. Organizations need to

adapt to this transition, for that matter. To compete more efficiently, all capable
managerial leaders of each company need a comprehensive and detailed
understanding of the assets of the organization, such as human, financial and
technological capital.

Managing people in a company is a skill that can justly create, analyze and
assess employee attitudes on how to increase employee morale, establish

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harmonious and long-term interpersonal relationships that eventually lead to
competitive advantage in the sector.

Interpersonal skills in handling people in a company encourage excitement and

train the top management to face the future with the new era's compound and
demanding obligations while retaining the traditional researchers and experts'
historical contributions.

Let us take note that the consequence of the behavioral patterns of many people
employed in the company lies in any organizational failure or performance. And all company
success depends on the support of talented and happy workers who are performers to
constitute the workable program.

The questions are: What is "Organizational Behavior?" and why would we study it?

Organizational behavior as defined is the analysis of human activity in an organization

that consists of synchronizing and supervising employees' work activities in order to effectively
and efficiently complete their outputs.

Every company has impacts, and is directly and indirectly affected by the workforce.
For sure there is an interaction between individuals and institutions, and each worker has a
distinct personality and job history from other organizations.

It is the manager's duty to make the workers fully understand the company's strategic
vision and clarify the essence of the company's operation, coordinated policies and
procedures, and the various changes that the organization has made to suit the employees'
requirements and career goals and aspirations etc. (www.docstoc.com, n.d.).

Studying the essence of organizational behavior is an effort to understand human

interactions within an enterprise environment. However, on these three fields there is
interrelationship (www.docstoc.com, n.d.):

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 Figure 1. Model of Organizational Behavior
(Source: Gregory Moorhead and Ricky W. Griffin: Organizational Behavior: www.stazione.jp)

Lesson 2. What is Organizational Behavior

A field of study that explores the impact of individuals, alliances and assemblies on
actions within organizations in order to use that information to enhance the effectiveness of
an organization (en.wikiversity.org / www.mafiadoc.com, n.d.).
(2) Organizational behavior is the study of human actions organizational environments,
the relationship between human activity and organization, and the structure itself
(Robbins, 2013).

Lesson 3. Meaning of Organizational Behavior

An organization is a group of people working together to accomplish a wide
variety of goals, all of which are the interests of the various individuals within the
organization as a whole. There is organization to provide the goods and services that
people want. Such goods and services are the result of employees’ behaviors.
(en.wikiversity.org, n.d.)

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 Organizational behavior is a study of how people in organizational condition function
and act, and how these people are interconnected to affect one another (blog.capterra.com,
n.d.).
The analysis of human behavior in organizational environments, the interaction
between human activity and the organization, is organizational behavior.
This is mainly the study of the individuals in the organizational positions. One of the
key objectives of this concept is to revitalize the theory of organization and to establish a better
conceptualization of organizational life.
(3) Organizational behavior as a multidisciplinary field was influenced by advances in a
range of related fields including psychology, engineering, sociology, economics and
professional experience.

The demand for systemization amplification for revolutionary industrial adaptation has
just begun nearly in the year 1760 during the birth of the Industrial Revolution era. Together
with modern company organization structures this event revolutionized social change.
A world-renowned sociologist, Max Weber, defines bureaucracy as a supreme
organizational category based on rational-legal philosophies and making the most of practical
functional knowledge.
Fred Luthans, describes Human Behavior as “directly concerned with the
interpretation, predicting, and regulating human activity in organizations (www.iedunote.com,
n.d.)”

Lesson 4. The Importance of Organizational Behavior

Many individuals are elevated and cultured in companies that obtain much of their
quantifiable assets from the company they fit into, they live and die as members to different
business institutions.
Numerous industrial organizations that make up our respective national governments
regulate many of our corporate activities.

The importance of organizational behavior impacts the followingdrivers to increase

organizational performance (Gutierrez, Pura, & Garcia, 2006):

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 1. Finance: The primary goal of any business entity is to gain
profits and be able to handle firm’s cash flows to finance its daily
business operations that will bring financial harvest;
2. Strategic location and physical facilities;
3. Operations for production;
4. Human Resource;
5. Sales and promotion;
6. Purchasing (procurement) and logistics;
7. Research and development; and
8. Administration and control.

The predictability of organizational life and directions mentioned above will be

grasped when there is (www.indiaclass.com,n.d):
1. Skills improvement
2. Understanding the psychographics of the business target
market and their buying behavior
3. Employee motivation
4. Nature of employees
5. Predict organizational vulnerabilities
6. Increased in Efficiency and Effectiveness
7. Healthy and ethical organizational environment
8. Optimum utilization of assets
9. Reward system and incentives of the organization.

Lesson 5. Organizational Behavior and Management

All business organizations have departmentalized managers, chances are, there's a

special role called "organizational behavior manager." While knowledge of organizational
behavior offers a range of observations and resources that various managers can use to more
efficiently accomplish their assigned tasks (www.bacb.com,n.d.).

Managers intermingle with other managers, superiors and colleagues within and
outside the organizations. Knowing attitudinal progressions, variations in temperament,

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interactions between groups and intergroups, popular culture, politics, and power can help
managers handle those encounters better.

Nonetheless, behavioral mechanisms are useful in relationships with individuals

outside the company, such as joint venture partners, vendors, customers, government
leaders, members of citizens' associations, union officials, and rivals.

Every company has its own interaction patterns irrespective of the size of the
enterprise, whether it is rising or stagnating locally or globally, the person who manages the
people must function within the framework of the social and cultural
context.(online.aurora.edu, n.d.)

Organizational Behavior Management's aim is to allow innovation modifications, fill the

worker performance gap, enhance and build workable structures and processes, mitigate
risks, and increase the standard bar for managing people required to produce revenue
potential.

This is an Incident Management case analysis that portrays a good win-win negotiation
(online.aurora.edu, n.d.):

There was an incidence of my company’s rented Crane to lift of five (5) units of
centralized air-conditioning machines. Our Crane lifter arrived on time in the business premise
of this first client, however, upon the delivery of this five (5)units’ chiller, the problem arises
because the truck is too big to enter inside the client’s business compound and they cannot
find the solution to unload their cargoes.
The time allotted for this crane rental has lapsed already, and our crane needs to move
to the next client to a different job site. The dilemma is that, the first client doesn’t want to let
go of this crane because they don’t want to pay for something their money is not worth for.
As a Sales and Marketing Officer, It is my duty to negotiate with this client and make
him understand that if he will “use up” the time allotted for other (next) client and caused delay
in their project(s), the company that is next in line and the owner of the crane will file case
against “my” company and “their” company(due to breach of contract) and will ask for the

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payment for the mobilization and demobilization rental fee and also to pay for the “demurrage”
expenses and other “operational-damages” this delay has caused.
Being a responsible Sales and Marketing Officer, I served as a good consultant and
helped him to think out-side the box and solve problem by moderating the risk in order to avoid
extreme consequences of his poor decisions (www.bacb.com,n.d.).
Due to my advice this client understood the domino effects and the worst possible
expected end. As a result, he let go of the rented crane; and in the final outcome he learned
his biggest lesson on the account of poor planning concerning the size truck miscalculation
and its delivery strategy (www.bacb.com,n.d.).
There are some managerial abilities a learner of this course needs to develop and
possess (online.nwmissouri.edu, n.d.):
1. Classify and endorse positive behaviors due to mutual respect;
2. Fashion a positive workplace culture by means of generous rewards and
benefits;
3. Stimulate employees to display pro-social manners
4. Recognize the causes of anti-social behaviors by finding the root causes of
negative behaviors and develop plans to solve the identified problems.
(Source: Online.nwmissouri.edu)
5. Evaluate likely employee response before introducing organizational change.

Lesson 6. Organizational Behavior and Management Process

Supervision of people is fraught with uncertainty and instability, while on the other
hand it is enhanced and augmented with opportunity and anticipation (www.docstoc.com,
n.d.).

Depicting managerial jobs, most leadership gurus and business experts

conceptualized managers' tasks as a reproduction of one or more of the management's five
(5) basic functions. These functions include: Planning, Leading, Staffing, Organizing, and
control.The primary aim is to achieve organizational goals for productivity and effectiveness
(managementstudyguide.com, n.d.).

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 The management process has its duties, regardless of the size of the organization,
businesses engaging in basic activities understand the mechanisms for sound decision-
making, delegation of work and authority, recruitment and creation of talented employees,
guiding and mobilizing teams towards achieving goals and identifying the causes of
deviations, evaluating them and taking corrective action responsively (Ghillyer, 2009).

Lesson 7. Organizational Behavior and the Managers Job

The Managers Job's brief summary is based on the five (5) management roles that
are seen in the diagram below where it consists of planning, forecasting and setting targets.
Monitoring and planning and cost management. Translating organizational mission-
vision into a workable strategy for the long-term goals of the organization. Staffing, recruiting
and firing deal with results, and train new employees. Formulating promotion and
compensation program(Ghillyer, 2009).
The position of the manager outlines different task functions such as interpersonal
tasks, where liaison officer work is handled by a team-leader. Reliable data disseminator and
determining position as resource allocator on the use of organizational resources(Ghillyer,
2009).

Lesson 8. Functions of Management

Planning
Defining priorities, implementing objectives and creating organizing action plans
(Robbins, 2007). Planning is the method of deciding the ideal future location of an entity,
and the best way to get there. This involves observing and evaluating the world, agreeing
on appropriate objectives, outlining strategies to achieve those objectives and designing
methods to help execute the strategy

Defining goals, establishing strategy, and developing plans to coordinate activities

(Robbins, 200). Planning is the process of determining an organization’s desired future
position and the best means of getting there.

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 It involves observing and evaluating the world, agreeing on appropriate objectives,
proposing strategies to achieve those objectives, and designing methods to help execute
the strategies (Griffin, 2013).

Figure 2. Function of Management Model

Leading
Motivating, driving and all other acts that include people managing (Robbins,
2007). Leading is the process of having the members of the organization work
together towards the goals of the organization (Griffin, 2013 / dmcodyssey.org).

 Leadership affects people through the provision of meaning, direction and

inspiration when working to fulfill the mission goal and develop the organization

 Leadership is a mechanism by which a person controls a group of individuals

in order to accomplish a shared objective.

Staffing

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 Refers to the required manpower or human resources for a business plan. This is a
basic management function and it occupies a key position in the process of management. A
company only meets its targets when it has the best people in the best positions.

Figure 3. Key Managing Process Diagram

Source: www.google.com

Organizing
Determining what to do, how to do it and who is to do it (Robbins, 2007). Organizing
is the process of job design, job groupings into units and establishing authority patterns
between jobs and departments (Griffin, 2013 / dmcodyssey.org).

Figure 4. Function in Management Description Chart

Source: Organizational Behavior, Stephen P. Robbins, 2007, 11edn

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Controlling
Monitoring and inspecting activities to ensure that they are carried out according to
plan (Robbins, 2007). Controlling is the mechanism by which the company and its leaders
track and correct behavior in order to keep them focused towards their goals (Griffin, 2013).

Figure 8. Control Process Flow Chart

Source: http://saramariesertich.blogspot.com/2010/12/chapter-16-managerial-control.html

Lesson 9. Leadership Styles

Figure 5. Leadership Styles by Kurt Lewin

(Source: nwlink.com)
Since you might use quite a few different leadership styles at any given time, you need
to sharpen leadership skills to achieve your organization’s bottom line. With your total

14
immersion of comprehending types of leadership, you are to stretch yourself to adapt and to
enlarge your own headship style.
You can also observe and learn from other leaders’ ways of leading organizations
effectively. Here are the 10 Leadership Styles (www.indeed.com, n.d.):
1. Coach is a form of support setting goals for S.M.A.R.T. Provide feedback and
offer difficult assignments to promote progress. (SMART is an acronym for
Specific, Measurable, Attainable, Realistic and Timebound.)
2. Visionary is the leader who can accelerate change by motivating subordinates,
gaining their confidence to submerge themselves for innovative ideas and
forecasting ability.
3. Servant-Leader is an exceptional style of leadership which helps the workers
to engage in their work satisfactorily.
4. Autocratic or authoritarian leadership style which emphasize on rigid rules and
punishment.
5. Laissez-faire or hands-off the opposite of autocratic style, dependent
delegation and giving no limited oversight to all.
6. Democratic or participatory style is a mixture of laissez-faire leadership and
autocratic leadership. Focused on the imagination and modernization.
7. Pacesetter is an outcome-oriented type of leadership that sets high standards
to reach the goal.
8. Transformation leadership is a specifically focused communication and a
devotion to the goals of the company.
9. Transactional is a performance-focused laser; this type of leader sets out
predetermined incentives and rewards.
10. Bureaucratic is a kind of leadership that focuses on fixed duties within a
hierarchy where a complete set of lists of responsibilities has been issued to
subordinates.

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 Assessment Task 1

1. What is management?
2. How are skills in human connection relevant at all management levels?
3. Why is management such a hard topic to study?
4. Why do people handle themselves in an organizational environment in a
certain way? (Source: Student Paper: Submitted to KolejUniversiti Poly-Tech
MARA)
5. What factors influence job performance, relationship with staff, dedication to
work, leadership and managing resources?(Source: Student Paper: Submitted
to KolejUniversiti Poly-Tech MARA)

6. Determine the effect of human actions on job structure, efficiency,

communication, creativity, and leadership in organizations.
7. In human behavior in organization, there are two (2) definitions of internal and
external forces which can be used by all firms.

Summary

Management functions and works with humans. Human capital is the most valuable
asset of every organization, it can be constructed and coordinated for the transformation
required.
We are to respond to the needs and challenges of today's organization. There are so
many companies that stagnate and go nowhere due to lack of effective connection with
leadership and the application of excellent management skills.
We have to understand better the blended role of a "Managerial-Leadership" with such
two-office functioning as one. Working with a common goal will promote collaboration and
coordination among future manufacturing leaders who will exercise their talents and build a
culture of excellence that will impact the industry.

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References

Gutierrez, Pura, Garcia. 2006. Business Organization and Management. 6edn. Ph. R.M.
Garcia Publishing House.
Ghillyer, Andrew W. 2009. Management: A Real World Approach. USA. McGraw-Hill
Companies, Inc.
Griffeth, R.W., and Gaerther, S. 2000. Journal of Management, 26(3),463-488.
Moorhead, Gregory, Griffin, Ricky W. 2013. Organizational Behavior. CA. Nelson Education,
LTD.
Robert A. Orr.2001. The Essentials for Effective Christian Leadership Development 3 rdEdn.
USA. Goldore Consulting Inc.,
Robins, Stephen P. 2007. Organizational Behavior. 11 edn. USA. Prentice-Hall.
https://online.aurora.edu/organizational-behavior-management/
https://www.managementstudyguide.com/management_functions.htm
https://hbr.org/1990/03/the-managers-job-folklore-and-fact
https://www.managementstudyguide.com/management_functions.htm
https://smallbusiness.chron.com/importance-employee-performance-business-
organizations-1967.html
https://www.google.com/search?q=staffomg&rlz=1C1SQJL_enPH895PH895&oq=staffomg&
aqs=chrome..69i57j0l7.4311j0j4&sourceid=chrome&ie=UTF-8
https://en.wikiversity.org/wiki/Organizational_behavior
https://www.google.com/search?q=leadership&rlz=1C1SQJL_enPH895PH895&oq=leadersh
ip&aqs=chrome..69i57j69i59j35i39j0l2j69i60l3.2687j0j9&sourceid=chrome&ie=UTF-8
http://www.nwlink.com/~donclark/leader/leadstl.html
http://saramariesertich.blogspot.com/2010/12/chapter-16-managerial-control.html
https://blog.capterra.com/what-is-organizational-behavior/
https://www.iedunote.com/organizational-behavior
https://www.indiaclass.com/importance-of-organisational-behaviour/
https://www.bacb.com/wp-content/uploads/2020/05/Organizational-Behavior-Management-
Fact-Sheet_190609.pdf)
https://online.nwmissouri.edu/articles/mba/why-managers-understand-organizational-
behavior.aspx
https://www.indeed.com/career-advice/career-development/10-common-leadership-styles
http://www.ccsafs.educ.uoc.gr

17
http://www.docstoc.com
http:// www.stazione.jp
http://www.mafiadoc.com
http://www.ollusa.edu
http://www.yooglo.com
Student Paper: Submitted to Rio Salado Community College
Student Paper: Submitted to Westcliff University
Student Paper: Submitted to Wentworth Institute
Student Paper: Submitted to Kaplan University
Student Paper: Submitted to Strayer University
Student Paper: Submitted to Myanmar Imperial College
Student Paper: Submitted to KolejUniversiti Poly-Tech MARA
Uniassignment.com
dmcodyssey.org
Bestappsfinder.com

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 MODULE 2
PEOPLE MANAGEMENT IN THE 21ST CENTURY

Introduction

In the 21st century, the age of human mechanization has drastically changed the world
of work. People, industry, and society are in near interdependence. Through methodologies
shifting from manual work to computerization and telecommuting using video-conferencing,
the changing essence of labor force has developed some complexity. There is a growing
savvy buyer that forced business enterprises to build a team-based job and a customer
service-oriented job in order to continue to survive among the industry’s strict rivals.
(www.joho.org)

People from various walks of life can respond to organizational circumstances in

reverse. Ideal organizational structure and policies, however, must maintain the morale of
individuals to promote steady and predictable success for the company.

Ghillyer (2009) discussed in his management book that subcontracting provides

incredible cost savings and reduces the pressure of corporate obligations. The question to
consider is: How can an organization develop a harmonious working relationship with these
new outsourcing partners? And how does any organization preserve the quality of the product
and service it provides when operating through a third-party vendor?

The issues that will influence management's upcoming is technological advancement

and increased intensification of virtual management, adaptation to change, but it helps
administer to highlight principles for ethical and social obligations.

Technological innovation has a tailored market climate in which the old-style corporate
system of purposeful departments distributed by geographic area has been replaced by a

19
multi-faceted network of suppliers, associates and collaborators collaborating over an online
platform to deliver the goods and/or services of the enterprise from vast distances.

The barrier between the leaders and subordinates will melt down, these people will act
more as coordinators of team activities than as old-fashioned dogmatic leaders.

The corporate frameworks are going to become highly unsolid. The international set-
up would no longer include agencies, units, branches or functional groups. Multi-disciplinary
and multi-skilled teams will be created, and each team will be deemed temporary(Ghillyer,
2009).

Learning Outcomes

Atthe end of this module, students should be able to:

1. Differentiate positive and negative approaches to leadership;

2. Analyze tips for effective people management;
3. Identify types of management skills;
4. Describe contextual perspective on organizational behavior;
5. Compare systems and situational perspective in the realm of human behavior in
organization; and
6. Dissect the concepts of Job Satisfaction and turnover predictor.

Lesson 1. Positive and Negative Approaches to Leadership

1. Positive Leaders: Tackle the issue and use incentives and appreciation, provide
encouragement, prepare and plan on the future
2. Negative Leaders: Focus on the past, highlight sanctions by attacking the individual
and not the problem (Source: www.budtoboss.com).

20
 Punishment as a result of unacceptable conduct causes adverse effects
TYPES OF REINFORCEMENT by Andrew W. Ghillyer
Positive Desired behavior Positive Behavior
reinforcement consequence strengthened
Avoidance Desired behavior Avoidance of Behavior
negative strengthened
consequence
Extinction Undesired behavior No positive Behavior
consequence weakened
Punishment Undesired behavior Negative Behavior
consequence weakened

Figure 6. Types of Reinforcement(Ghillyer, 2009)

Top management’s resolve is to equip workforce to attainexemplary contributions to

the organization. The only hope to achieve the goals is when there is assured followership
and commitment among workers that only encouraging behaviors support the achievement of
those goals(Ghillyer, 2009).

The resolve of the top management is to equip and empower the manpower to achieve
exemplary and outstanding contributions to the organization. The only way to achieve the
goals is when there is assured employee followership and dedication that even promoting
actions help the fulfillment of those objectives (Source: Bizfluent.com).

The Types of reinforcement is positive and negative reinforcement, punishment,

extinction, and avoidance (or plan ahead).

Positive Reinforcement connotes to a system of reward for good conduct. Verbal

praise and gratitude for a job well done, so it can be viewed as modest or smaller bonuses,
but it also attracts high-performing workers who are long-term focused towards the
organization’s safe development.

21
 Negative Reinforcement is not actually punishment, it is rather punishment
withholding. When a certain employee is on the verge of being demoted due to poor
performance results and attempted to change behavior, it is a negative reinforcement not to
degrade their lousiness.

Punishment is an unwanted consequence that any member of an organization

receives due to none of the performing assessments. This may result in suspension,
demotion or loss of some privileges or wage raise.

Extinction is a zero tolerance to inappropriate conduct in the environment of the

organization. The rules and protocols are well discussed as crystal clear, that harmful
behavior will end up in firing or dismissal from employment.

Avoidance means "planning ahead" or avoiding unpleasant consequence by adhering

to the anticipated behavior. A behavior modification strategy must be in place in a proactive
people management campaign, so that they can have a wise and sensitive collection at hand.
Management motivators can also help reduce disillusionment and disappointment
with regard to behavioral problems and concerns. This tactical behavioral design promotes
improved attitudes among employees(Ghillyer, 2009).

Figure 7. Leadership Grid

(Source: http://www.nwlink.com)

22
 The Leadership Grid is a model of behavioral leadership developed in the 1960s to
assess industrial concern against employee’s concern. The grid defines five categories of
leaders: Country Club, Team Leader, Impoverished and Authoritarian.

It is unwise for managers to ignore either the need of production or the need of
employees, as both are equally necessary satisfy the needs of the workers and encourage
excellent output efficiency (www.mindtools.com, n.d.) .

Lesson2. Ten (10) Tips for Effective People Management.

1. Manage up as well as down.

2. Keep your staff informed.
3. Solicit feedback from people who report to you.
4. Institute as few changes at the same time as possible.
5. Seek a champion at a higher level than you.
6. Present your position with accurate and reliable data.
7. Include objective outcome measures into your project/program.
8. Educate people at levels of your organization.
9. Build in accountability to your staff’s responsibility.
10. Create an incentive program for each unit/team.

23
Lesson 3. Manager’s Role

Figure 9. Manager’s RoleIllustration

(Source: https://www.mindtools.com/pages/article/management-roles.htm /
www.ukessays.com)

Interpersonal Roles
Managers who choose to act as the company's spokespersons will collect,
disseminate and distribute information both internally and externally about the state of their
organizations (www.mindtools.com, n.d.).

Persons who handle people use interpersonal skills to interact, understand and inspire
individuals and groups (Griffin, 2013).

Informational Roles (Griffin, 2013)

A manager's information roles are to control both internal and external information
which directly and indirectly affects the organization and its business endeavors.

24
 If the scientific data-information has been collected, managers are to disseminate it to
the organization and loyally passed on. Moreover, only the responsible managers are to
correctly display the data in a quantifiable and concise summary description as a well-
competent representative of the organization that they serve.

Proper handling of information is essential to the company's existence and growth,

and is also considered one of the company's most valuable assets.

Decision-Making Roles
Managers must be excellent at facilitating decision taking to bring about the desired
improvement and take in-depth voluntary active involvement in decision-making exactly what
to do even from unexpected events (www.studyblue.com, n.d.).

The people in top management are the ones negotiating, controlling, and allocating
the firm's budget (www.studyblue.com, n.d.).

Technical and Technology Skills Roles

Technological literacy are the skills required to achieve the organization's unique
specified tasks (www.studyblue.com, n.d.).

Leadership Skills Roles

Any man's license to lead is due to his faithfulness and integrity which will ensure that
people continue to obey him. “Leadership is power (influence), nothing more and nothing
less,” as John Maxwell said, meaning, Leadership is the ability to lead or execute commands
to a party, organization or even a nation (www.studyblue.com, n.d.).

In our present era, there are emerging issues and concerns and the question is: Who
is the right leader who is competent to bring about the solution and change?

Teambuilding Skills Roles

Managerial-Leadership is about identifying the right people, successfully hiring them

and creating and maintaining a winning team (www.studyblue.com, n.d.).

25
Conceptual Skills Roles
It simplifies abstract and complicated scenario which gives innovative solutions a very
unique idea(www.studyblue.com, n.d.).

Diagnostic Skills Roles

This skill helps the organization's managers to better grasp the interactions between
cause and effect and to identify the best solutions to problems (www.studyblue.com, n.d.)

These are some of the management leadership lists that need to be established amongst
themselves:
Strategic Thinking and Analytical Skills Industry Knowledge Skills
People and Management Skills Problem Solving Skills
Planning and Deliver Skills Empathetic Skills
Change and Innovation Skills Persuasion and Influencing Skills
Selecting and Recruiting Skills Communication Skills
Figure 10. Skills lists needed at various levels of hierarchy
(Source: https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-
skills/)/Milkybantolo.home.blog)

The table list of managerial-leadership skills gives us thorough understanding of the

importance of developing executive skills to perform specific tasks in the business
association. Both qualities of leadership skills are realistic, technical and philosophically
inclined to overcome crisis-prone business and address problems quickly when they have
transpired or arisen.

Administrative skills can be acquired and imparted, and as a people-oriented leader,

the skills available in the above matrix can assist our leadership related to all subordinates
and peers, enabling us to get along with them and maintain a good flow of organizational
ties and working climate.

Take notice the skills required for quality leadership, we may use management and
leadership interchangeably, or we may find ourselves to be a mixture of them, thus of the

26
requiring “managerial-leadership” in knowledge articulation, time management, delegation of
work and authority, and decision-making to solve operational business glitches.

Such skills may be incorporated on the basis of organizational circumstances which

in the hierarchical structure of the company are inevitable to take place at a different stage
(milkybantolo.home, n.d.).

Lesson 4. Types of Managerial Skills (Robbins, 2007)

Figure. 10 Types of Skills for Top Management

Source: Organizational Behavior, Robbins(2007)

Lesson 5. Contemporary Organizational Behavior (Ghillyer, 2009)

An endless, unpredictable and unparalleled dynamic problems are confronting all

modern business organizations on both local and international levels. We need to think
globally when the only thing that’s paramount is versatility and adaptation to satisfy
competence among rivals in the industry.

Because of social diversity that exploits converging technological use and increased
awareness as determinants of behavioral variable that affects both the organizational and
societal levels.

27
 Owing to the relentless expansion of job stress crisis, an interdisciplinary study in
psychology, sociology, anthropology, economics and political science is being undertaken to
deal directly and explicitly with human behavior in an organizational environment.

The concept of contemporary organizational behavior focuses on individual

differences, motivation, psychographics, organizational behavior, political structure,
participation and conflict, coalition formation and the reaction of interest groups. Studying
human behavior in organizations is primarily intended to create a descriptive relationship
between two or more variables of behavior (Ghillyer, 2009).

Lesson 6. Contextual Perspectives on Organizational Behavior

Many of the concepts and theories that we explore in the following module lessons
reflect these perspectives; they represent basic points of view that influence much of our
contemporary behavioral thought in organizations (www.docstoc.com, n.d.).

The Managerial Context of Organizational Behavior deals with the Environmental

Context of Organizational Behavior that will be discussed later (www.docstoc.com, n.d.).

Both of these contextual study on Managerial and Environmental aspect will further
explain on the diagram below: (a) Individual Processes versus Individual-Level Outcomes; (b)
Interpersonal Processes versus Group Level Outcomes; and (c) Organizational Processes
versus Organizational-Level Outcomes (Ghillyer, 2009).

The Managerial Context of Organizational Behavior

The Environmental Context of Organizational Behavior

Individual Processes Interpersonal Processes Organizational Processes

Foundations Groups and Teams Organization Structure

Motivation Communication Organization Design
Stress Leadership, Power, Politics Organization Culture
Decision-Making Conflict and Negotiation Organization Change

28
 Individual-Level Outcomes Group-Level Outcomes Organization-Level Outcomes

Productivity Productivity Productivity

Performance Performance Performance
Absenteeism Norms Turnover
Attitudes Cohesion Survival
Turnover Group Satisfaction Stakeholder Satisfaction
Stress

Organizational Effectiveness

Source: (Ricky W. Griffin-Gregory, 2013/ Student Paper: Submitted to University of Northumbria at

Newcastle/ Student Paper: Submitted to 60892)
Figure 11. Organizational Effectiveness Diagram

Topical themes are grouped into three (3) categories: human, interpersonal and
organizational methods and features to provide an overall meaning for this manual to be
structured (Ghillyer, 2009).

In a company's structural actions should ensure that the organization can run easily as
expected, so a manager will also find improvements over time so appropriate changes to
review and update the structure that will ultimately position the business to match best
(Ghillyer, 2009).

Lesson 7. Systems and Situational Perspectives (Griffin &Gregory, 2013)

Systems and experiences of circumstances exchange common views on
organizations and how they work. Each has to do with the interrelationships between
organizational and environmental rudiments (Griffin & Gregory, 2013).

Situational Perspectives: situational Insight proposes certain variables that influence

most organizations' circumstances and outcomes.
Focuses on the main rudiments of the actual communication situation. Considering
that there are factors which support the principles of ethical evaluation in any circumstance.

29
The Managerial-Leader has the task of communicating the current situation and proposing a
fair and logically reasonable solution.

Lesson 8. Universal Approach in Management

Universal management process approach assumes that all organizations require the
same rational management process. Whatever the organization’s intent, the core
management process remains the same. Mechanism of management can be reduced to a
set of human activities and associated values (college.engage.com. n.d.).

Managers once claimed they could recognize the "right possible courses of action" for
problem-solving or situational response. The scenario strategies advocate that tackled
problems and other troubling circumstances depend on elements of the circumstance
(college.engage.com. n.d.).

Lesson 9. Job Satisfaction and Turnover Predictor (Daniels et al. 2017)

1. DEMOGRAPHIC: Marital status, Kinship responsibilities, Children, Age, Tenure.

2. STRESS: Role clarity, Role conflict, Role overload, Overall stress;
3. JOB CONTENT: Routinization, Promotional chances, Instrumental communication.
4. EXTERNAL ENVIRONMENT: Alternative job opportunities, Comparison to the
present job’s alternatives
5. WORK AND JOB SATISFACTION: Job satisfaction, Job met expectations, Job
involvement, (Source: Student Paper: Submitted to New England College of Finance)
6. COMPENSATION: Pay satisfaction, Distribute justice
7. LEADERSHIP: Supervisory satisfaction, Leader-member exchange
8. CO-WORKERS: Work group cohesion, Co-worker satisfaction.

9. INDICATORS: Lateness, Absenteeism, Performance

30
 Figure 12. Drivers of Employee Turnover
(Source: https://www.analyticsinhr.com/blog/what-drives-employee-turnover/Student
Paper: Submitted to Mont Rose College)

31
 Assessment Task 2

1. Consider the list of human behavior you will have to give up? Why?
2. Why is it important to understand the skills required to perform a particular
job?
3. Give example for each of the managerial skills.
4. Which three (3) management skills do you see most in yourself; analytical
expertise, expertise in human relationships, and technological skills?
5. Create your own outlined standards to suit the management skills with the
job description when you choose to be a fast-food chain manager.

Summary

Planning is vitally important to every business' life. In the 21st century, people
management is defining, executing, reviewing and changing the vision, principles, intent, and
crystal-clear declaration of an organization’s mission to meet a specific need.

Planning identifies a realistic target, fosters a winning strategy that helps workers to
optimize efficiency, and quantifies success against wise time usage. Planning is an analytical
practice which can be carried out only by knowledgeable leaders. A cleaver manager will
adapt and mold worker to the best working climate, and equip them with confidence to resolve
potential obstacles (Orr, 2001).

John C. Maxwell, in his books and seminars, a very popular leadership and
management expert addresses that leadership is multifaceted and includes: guiding, shaping,
mobilizing and motivating people's enthusiasm.

32
References

Robert A. Orr. (2001). The Essentials for Effective Christian Leadership Development
3rdEdn. USA: Goldore Consulting Inc.,
https://www.joho.org/en/introduction-work-21st-century-introduction-industrial-and-
organizational-psychology-chapter-1
Ghillyer, Andrew W. 2009. Management: A Real World Approach. USA. McGraw-Hill
Companies, Inc.
Griffeth, R.W., P.W., &Gaertner, S. (2000). Journal of management, 26(3), 463-488.)
https://www.budtoboss.com/coaching-feedback/negative-vs-positive-leadership-choose-
latter/
http://www.nwlink.com/~donclark/leader/leadmodels.html
Power Link Dynamics (PLD) is a full-service provider of behavioral-focused learning
programs and customized workshops)
https://www.mindtools.com/pages/article/management-roles.htm
Moorhead, Gregory, Griffin, Ricky W. 2013. Organizational Behavior. CA. Nelson Education,
LTD.
Source: https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-
skills/
Robbins, Stephen P. 2007. Organizational Behavior.11 edn. USA. Prentice-Hall of India
https://prezi.com/kzw5azdoqugz/situational-perspectives/
https://college.cengage.com/business/kreitner/foundations/1e/students/appendices/appendi
x_a.html)
https://www.analyticsinhr.com/blog/what-drives-employee-turnover/
https://www.analyticsinhr.com/blog/what-drives-employee-turnover/)
https://bizfluent.com/info-12139943-four-basic-reinforcement-strategies-organizational-
behavior-modification.html
https://www.google.com/search?q=LEADERSHIP+GRID&rlz=1C1SQJL_enPH895PH895&o
q=LEADERSHIP+GRID&aqs=chrome..69i57j69i59j0l6.429j0j4&sourceid=chrome&ie=UTF-8
https://www.mindtools.com/pages/article/newLDR_73.htm
https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-skills/
https://ctb.ku.edu/en/table-of-contents/structure/organizational-structure/overview/main

33
Shanna R. Daniels, Gang Wang, Diane Lawong, Gerald R. Ferris. “Collective assessment
of the human resources management field: Meta-analytic needs and theory development
prospects for the future”, Human Resource Management Review, 2017, Publication.
http://www.analyticsinhr.com
Student Paper: Submitted to New England College of Finance
Scienceforwork.com
Student Paper: Submitted to Mont Rose College

34
 MODULE 3
STRATEGIC PEOPLE MANAGEMENT AND
OPERATIONS CONTROL

Introduction

Human resources strategy is to identify the capable people who can work with their
brains, who are highly resourceful, imaginative, self-motivated, hard-working and result
oriented individuals who contribute to the bottom-line efficiency and tactical processes that
work for the company.

Control is one of the administrative functions to ensure smooth operation of the

company. Managers clearly develop and execute strategies that promote workplace
productivity and effectiveness, but monitoring and control goes beyond budgets, physical
assets and technologies.

Human resources are one of the most important assets that any company can think
of, because people are reasonable and their mental capacities are useful for a positive
contribution to the organization's performance, while good social management discipline
ensures ingenuity and resourcefulness in the workplace.

Learning Outcomes

At the end of this module, students should be able to:

1. Explain why strategic people management and operations control are necessary;
(Source: www.climasp.edu.uoc.gr)
2. Evaluate the changing environment of organizations;
3. Analyze the four (4) main leadership approaches in people management;
4. Present information technology’s relevance to emerging industry patterns; and
5. Relate relationships of four (4) levels of followers’ maturity.

35
Lesson 1.Management Situation Theories

Situation theories in the management of people and resources support the belief that
the most successful leadership style varies from one situation to another.

In addition, leaders need to be able to adapt or adjust to divers’ circumstances to their

principles, tactics and leadership styles (courses.lumenlearning.com, n.d.).

We have a formulated question:

 “What is the most effective style of leadership?”
 “What is the best leadership style?”

Lesson 2. Hersey and Blanchard’s Situational Leadership Theory

This concept of leadership proposes the need to match two essentials

(Granite.pressbooks.pub, n.d.):

(a) Leadership Style

(b) Maturity and Preparedness Level of the Followers

Figure 13. Situational Leadership Theory

(Source: https://courses.lumenlearning.com/suny-principlesmanagement/chapter/situational-theories-of-
leadership/ Student Paper: Submitted to Les Roches Marbella)

36
Lesson 3. Four (4) Levels of Follower Maturity (lumenlearning.com, n.d.)

Four (4) Levels of Follower Maturity

by Hersey and Blanchard’s Situational Leadership Theory
Level M1 Followers have low competence and low commitment
Level M2 Followers have low competence, but high commitment
Level M3 Followers have high competence, but low commitment and confidence
Level M4 Followers have high competence and high commitment and confidence.
Figure 14. Situational Leadership Theory Model

Lesson 4. Four (4) Main Leadership Approaches (lumenlearning.com, n.d.)

1. Telling: Dictate approach, and authoritative approach. The chief

makes decisions and asks workers what to do.
2. Selling: The leader is still the decision-maker, but he interacts and
tries to reassure the workers instead of merely guiding them.
3. Participating: The leader is coordinating with the leaders of the team
to make shared decisions. He welcomes and respects them and
becomes more democratic.
4. Delegating: The leader assigns responsibility for decision-making to
team members but supervises the work they do.

Lesson 5. Interactionalism

It is scholarly view of people learning sociology and believing as real that

interactionism is a social evolution from human interaction, researching how people form
culture through another group through meaning that ascends in relationships such as
cooperation and conflict (wikipedia.org/wiki/Interactionism).

37
Lesson 6. Managing for Effectiveness

Managers are working to maximize a variety of outcomes at the employee, community,

and organizational levels (www.docstoc.com, n.d.). Trade-offs between various styles and
rates of results are often unavoidable and each is an essential determinant of organizational
effectiveness (Griffin &Moorhead, 2013).

Figure 15. Organizational Effectiveness Model

Source: Organizational Behavior, Stephen P. Robbins, 2007, 11edn

Lesson 7. The Changing Environment of Organizations

The business environment is expected to keep on evolving in the future. What is

happening today is a crystal-clear globalization that means “internationalizing” all business
transactions that directly impact the global economy (academia.edu, n.d.).

Communication and transport developments can be traced to a significant increase in

international industry (academia.edu, n.d.).

The percentage of factors or events affecting a company, the higher the rate of
environmental change such as resource scarcity and operational complexity, the less
comfortable managers are that they can identify, anticipate and respond effectively to
emerging developments affecting their companies.

38
 Evolution of the business climate is the percentage at which factors or events that
affect a company, the higher the rate of environmental change such as resource scarcity and
organizational complexity, the less comfortable managers are that they can identify, anticipate
and respond effectively to emerging developments that affect their companies(academia.edu,
n.d.).

Lesson 8. Information Technology for Emerging Business Trends

We are now part of the age of communication systems complexity and the rapid
development of computers and other technological gadgets the serve as a medium for
constantly accelerating data and knowledge.

Assessment Task 3

1. If the corporate culture of the 21st century is marked by transition, what is the
planning you need to do as a human behavior learner critical to your potential
success in your organizational endeavor?
2. Absolute Quality Management is about keeping customers happy, why is this
relevant theory about how people perceive their work and quality of service in the
company.
3. In what are always executives struggling to cope with change?

Summary

The benchmark of organization’s human actions for its long-term sustainability and
development is to adopt the principle of management like;
 SMART (Specific, Measurable, Attainable, Realistic, Time-bound)
 Functions of management (Planning, Leading, Staffing, Organizing,
Controlling)

39
  Analyzing the internal and external forces that affect our business within and
without, listing down our SWOT Analysis will give us the right decision-making,
strategies and right positioning.
 Corporate Formulated Question:
 Where we are right now?
 Where we are going?
 How to get there?
 Do we have the capable people in our Human Resources?
 Do we have Technology and systems that works?
 Do we have strong financial back-up to sustain our strategies
and tactics for our daily operation in business?

A company that is sensitive to the ongoing changes will be forced to recognize

vulnerabilities and risks in the organization's external powers. A strategist in the company
should draw on Strengths and Opportunities to cover up gaps and escape imminent danger
in the industry competition’s tight rivalry.

Good business administration will distribute resources properly and prioritize

achievable but optimistic targets better, and allow timely plans to be implemented. (Orr, 2001)

References

Robert A. Orr. (2001). The Essentials for Effective Christian Leadership Development 3 rd
Ed. USA: Goldore Consulting Inc.,
https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/situational-
theories-of-leadership/

40
https://courses.lumenlearning.com/suny-principlesmanagement/chapter/situational-theories-
of-leadership/
https://en.wikipedia.org/wiki/Interactionism
Moorhead, Gregory, Griffin, Ricky W. 2013. Organizational Behavior. CA. Nelson Education,
LTD.
Robins, Stephen P. 2007. Organizational Behavior. 11 edn. USA. Prentice-Hall.
https://www.academia.edu/36640488/Chapter_02_The_Changing_Environment_of_Organiz
ations_TRUEFALSE
http://www.climasp.edu.uoc.gr
http://www.docstoc.com
http://www.nelsonbrain.com
Student Paper: Submitted to Intercollege
Courses.lumenlearning.com
Granite.pressbooks.pub
Student Paper: Submitted to Les Roches Marbella
Student Paper: Submitted to University of Maryland, University College
Student Paper: Submitted to Higher Education Commission Pakistan
Student Paper: Submitted to Newham College of Further Education, London

MODULE 4
THE FUTURE OF MANAGING PEOPLE IN
ORGANIZATION

41
Introduction

Nobody knows what the future holds, as it is still uncertain, but from what we
did yesterday we can conclude what will happen tomorrow (Umlas, 2020).

On this premise, preparation is irreplaceable for it prepares the people in the firm to
be ready for the unforeseen future management that requires leadership values necessary to
adapt the dynamics of unexpected changes (Umlas, 2020).
On this section, we will answer the formulated question: “What is the best leadership
style?”

Learning Outcomes

At the end of this module, students should be able to:

1. Define new employment relationship;

2. Understand the future of managing people and the world of emerging Technology;
3. Evaluate the value of diversity;
4. Discuss the significance of ethical framework in people management in an
organization; and
5. Present the importance of demographics in an organization.

Lesson 1. The World of Emerging Technology (Umlas, 2020)

1. Internet Access which provides a wide range of information previously inaccessible

and hard to obtain.
2. Electronic Gadgets such as smart phones, tablets and laptops has provide a more
enhanced and faster communication-connectivity across social media by means of

42
 chat, emails, video-calls and teleconferencing that create personal, business
opportunities and convenience.
3. The rapid increase in availability of knowledge is fueling technological change.

Technological progress and complexity grow hand in hand with knowledge availability
and it requires all managers to extend their technical know-how by receiving deliberate
(intentional) training (Umlas, 2020).

Lesson 2. Attitude Toward the Work Environment (Ghillyer, 2009)

Since there is strong competition in the industry, especially in the field of information
technology, for one product category, the research and development departments
forecast so many companies that there will be a future standard of working life that
includes (Ghillyer, 2009):
1. Hazard-free working conditions
2. Opportunity to impart competence by coaching
3. Personal and Professional development
4. Regulations on cyber-crime protecting one's personal privacy and being
protected from prejudice.

Lesson 3. Demographics (Ghillyer, 2009)

Start-up and continuing business need to analyze the demographics of their targeted
customers that are essential to the success of the company. One major climate change of
our day is the steady growth of diversity in the population.

Demographics affects one's choices and managers need to determine and locate the
best strategic location for running your company. Managers must also muster (obtain) your
future customers’ demographic profile.

Entrepreneur.com, listed demographics such as Age ranges, family status, addresses,

buying power, recreational habits, where the target audience is located.

43
Lesson 4. Diversity (Ghillyer, 2009)

It applies to people of various ages, religious-beliefs, races, ethnic groups, physical

and mental disposition and nationalities. Glass ceiling, is an implicit obstacle in the
organizational hierarchy which prevents women and minorities from moving up.

Nevertheless, the majority of various nations are now promoting diversity these days,
and we can now see how women and minorities are gaining a foothold of business and
leadership because of competency.

Lesson 5. Business Ethics (Ghillyer, 2009)

This demands that positive conduct be extended to business activity, which means
"doing the right thing in any business transaction"

Ethics and Corporation Governance

This represents the concept of morality, the ethical framework and the context of
interest in which decisions are taken by and within the organization. Ethical behavior would
have a significant long-term impact on the company’s performance.

Lesson 6. Globalization and Business

With the emergence of internet-based companies such as Lazada,Shopee and

Amazon.com, foreign trade has boomed and many consumers have instantly access to the
products and services delivered at their doorstep(lumenlearning.com, n.d.).

International business refers to shops operating through electronic marketing that

break national boundaries, as transportation and communications technologies are fully
developed, digitally and geographically, people around the globe are easily linked to each
other, impacting the current emergence of new markets and intensifying business rivals that
benefit both industries and customers (lumenlearning.com, n.d.).

Lesson 7. Technology and Business (Rusianarahayu19.blogspot.com, n.d.)

44
 Technology has significant consequences for businesses. Whatever the scale of the
business, there are tangible and intangible advantages of technology that can help you make
revenue to satisfy the consumer demand for the bottom line of the organization. Technological
infrastructure impacts society and the business world. It also affects the confidentiality of
classified information that benefits trading.

Lesson 8. New Employment Relationship (Wiley Periodicals, 2005)

Globalization causes hyper-competitive markets, with most company owners resorting
to manpower to achieve versatility to remain competitive and thrive. A new alliance has arisen
for the work.
In the long-run relationship of loyalty and dedication, the partnership between
employer and employee is no longer maintained, but contract-like for economic exchange.
However, in some company’s conventional employer-employee relationships can still be
found.
Business owners expect the newly recruited workers to contribute to the bottom line
of the company, promoting innovation and resourcefulness in accordance with high
performance expectations.
Furthermore, the employer who understood performance satisfaction is obligated to
provide a package of benefits and rewards that foster a long-term emotional mutual
attachment.

45
 Assessment Task 4

1. What is a virtual organization?

2. What are other executives facing the difficulty in a virtual organization?
3. Could video conferencing technology replace the human contact of stakeholder
meetings in person? Why or why not?
4. Define performance appraisal.
5. What is the consequence of ineffective leadership in an organization?

Summary

Having an interpersonal skill is the only ability to handle people in an organization.

This is an ability to work and achieve efficiently through individuals, and to create cohesion
and teamwork.
Conceptual skills are required to lead people, and to be confident using resources
frequently to simplify work processes essential for decision making such as; structures,
diagrams, templates, and concepts.
The age of technology pushes us to develop our technological skills to improve the
cycle of what we are doing and to expect a good result for our greater competitiveness and
efficient performance on a wider scale.

The future of organizational people management lies in the fact that good planners
(strategists) make planning effective and productive. Activities that are always present in our
company always present in our company always include delegating authority and
responsibility, setting goals, functioning/description of jobs, and articulating program of
incentives to enhance work habits (Orr, 2001).

References

46
Ghillyer, Andrew W. 2009. Management: A Real World Approach. USA. McGraw-Hill
Companies, Inc.
Robert A. Orr.2001. The Essentials for Effective Christian Leadership Development 3 rd
Rusianarahayu19.blogspot.com
Edn. USA. Goldore Consulting Inc.,
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1751657
https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/globalization-and-
business/
https://courses.lumenlearning.com/wm introductiontobusiness/chapter/globalization-and-
business/
https://www.oksbdc.org/why-is-technology-important-in-business/)
https://www.researchgate.net/publication/227709442_The_new_employment_relationship_v
ersus_the_mutual_investment_approach_Implications_for_human_resource_management
http://www.mis.org.sg
http://www.springerprofessional.de
Mika Vanhala, Graham Dietz. “HRM, Trust in Employer and Organizational
Performance”, Knowledge and Process Management, 2015, Publication.

47